-NRLF 


uut. 


TRAINING  FOR 
STORE   SERVICE 


THE  VOCATIONAL  EXPERIENCES  AND  TRAINING  OF 
JUVENILE  EMPLOYEES  OF  RETAIL  DEPARTMENT, 
DRY  GOODS  AND  CLOTHING  STORES  IN  BOSTON 


Report  of  Investigations  made  in   the  Research 

Department  of  theiWomen's  Educational 

and  Industrial  Union 


LUCILE  EAVES 

Director 


BOSTON 

RICHARD  G.  BADGER 

THE  GORHAM    PRESS 


Copyright,  1920,  bj  Richard  G.  Badger 
All  Rights  Reserved 


LIBRARY        ED'UC.  O£PT. 


MADE  IN  THE  UNITED  STATES  OF  AMERICA 
THE  GORHAM  PRESS,  BOSTON,  U.  S.  A. 


PREFACE 

Many  persons  have  co-operated  in  supplying  the  data  em- 
bodied in  this  report.  The  investigators  of  the  Research  De- 
partment of  the  Women's  Educational  and  Industrial  Union 
have  been  in  close  touch  with  the  work  of  the  pioneer  school 
for  the  training  of  store  employees  which  was  founded  in  1905 
and  maintained  as  a  part  of  the  activities  of  the  Union  until 
September,  1918.1  We  are  indebted  to  Mrs.  Lucinda  W. 
Prince,  the  Director,  and  Miss  Helen  Rich  Norton,  formerly 
Associate  Director,  for  opportunities  to  observe  the  activities 
of  the  school.  We  have  profited,  also,  by  the  assistance  of  ex- 
perienced and  gifted  directors  of  the  education  departments 
of  Boston  stores;  special  mention  should  be  made  of  our 
obligations  to  Miss  Bernice  M.  Cannon,  of  William  Filene's 
Sons  Company,  Miss  Mary  Hopkins  of  the  Jordan  Marsh 
Company  and  Miss  Helen  R.  Norton  of  the  R.  H.  White  Com- 
pany, each  of  whom  has  given  generously  of  her  time  for  the 
discussion  of  aspects  of  our  report  or  the  reading  of  the  manu- 
script. Employment  managers  and  other  store  officials  have 
been  patient  and  kindly  in  assisting  our  investigators  to  locate 
the  information  buried  in  their  files.  Miss  Susan  J.  Ginn,  Di- 
rector of  the  Vocational  Guidance  Bureau  of  the  Boston  Public 
Schools,  and  the  members  of  her  staff,  have  placed  their  excel- 
lent employment  records  at  our  disposal  and  assisted  in  their 
interpretation. 

Free  use  has  been  made  of  data  collected  and  tabulated  by 
my  fellow-workers  in  the  Research  Department,  and  the  manu- 


xThe  class  for  training  women  employed  in  stores  was  organized  first  for 
the  purpose  of  assisting  women  employed  in  stores  to  earn  more  by  learning 
how  to  give  better  services.  Recognition  of  the  value  of  such  training  led  to  a 
demand  for  teachers  which  was  met  by  the  organization  of  a  teacher  training 
class  in  1909.  Since  1911  Simmons  College  has  co-operated  in  these  teacher 
training  activities,  and  has  granted  certificates  to  those  who  completed  the 
course.  The  rapid  development  made  necessary  larger  facilities  than  could 
be  supplied  by  the  parent  society,  so  the  work  was  reorganized  in  1918  and 
moved  to  new  quarters  located  in  the  heart  of  the  retail  district.  The  present 
"Prince  School  of  Education  for  Store  Service"  is  supported  by  Simmons 
College,  and  by  contributions  from  Boston  merchants  and  from  the  National 
Retail  Dry  Goods  Association.  Mrs.  Lucinda  W.  Prince,  who  was  in  charge 
of  the  earlier  classes  at  the  Union,  is  the  Director. 

434273 


scripts  embodying  the  results  of  their  investigations  have 
greatly  assisted  me  in  the  organization  and  condensation  of 
the  material  presented  in  this  report.  The  first  of  our  series 
of  studies  was  made  in  1916-1917  by  Miss  Christine  M.  Ayars, 
who  collected  and  tabulated  the  data  dealing  with  the  store  ex- 
periences of  21-year-old  employees,  and  procured  many  pay- 
roll and  employment  records.  In  the  fall  of  1917,  Miss  Eliza- 
beth Greene  made  a  careful  study  of  the  shifting  or  changes 
in  positions  of  Juvenile  store  workers,  which  was  based  partly 
on  material  collected  by  Miss  Ayars  and  partly  on  information 
obtained  by  supplementary  field  work.  The  tabulation  of  the 
sample  group  of  a  thousand  records  of  14  to  21  year  old  store 
employees  was  done  in  the  fall  of  1918  by  Misses  Elizabeth 
Porter,  Melba  Martin  and  Bertha  Hills.  Miss  Hills  also  pre- 
pared an  excellent  discussion  of  the  wages  of  juvenile  store 
workers,  but  this  has  not  been  printed  in  the  final  report  as  the 
changes  in  wages  have  been  so  great  that  the  data  are  no 
longer  of  sufficient  value  to  justify  publication.  In  acknowl- 
edging the  services  of  my  assistants  in  the  Research  Depart- 
ment, special  mention  should  be  made  of  the  painstaking 
labors  of  our  secretary,  Miss  Caroline  E.  Heermann,  who  has 
copied  our  manuscripts  and  verified  our  tables. 

LUCILE  EAVES 

Director  of  the  Research  Department 
Women's  Educational  and  Industrial  Union. 


CONTENTS 

CHAPTER  PAGES 

I.  STORES  AS  PLACES  OF  EMPLOYMENT 9 

Introduction — Proportion  of  Juveniles  employed  in 
Stores — Statistics  of  Store  Workers — Opportunities 
for  Adults  in  Retail  Selling — Young  Women  Em- 
ployed in  Boston  Stores — Types  of  Stores  Employ- 
ing Boston  Young  Persons — Differences  between 
Stores  Selling  Food  and  Clothing — Increased  Sale 
of  Ready-Made  Clothing — Smaller  Stores  Less  Im- 
portant Fields  for  Vocational  Education — Import- 
ance of  Retail  Department,  Dry  Goods  and  Clothing 
Stores  for  Urban  Vocational  Education  Programs — 
Great  Stores  as  Educational  Centers — Cultural 
Value  of  Training  for  Store  Service. 

II.  STORE  ORGANIZATION 19 

Introduction — The  Small  Stores — Organization  of 
the  Large  Stores — The  Central  Governing  Body — 
Variations  in  Groupings  of  Store  Activities — Com- 
mon Tendencies  in  Store  Organization — Financial 
Division — Merchandising,  Problems  of  Organiza- 
tion— Organization  Policies — Subsidiary  Merchan- 
dising Departments — Advertising  Department — 
Care  and  Preparation  of  Stock — Personal  Service — 
Store  Operation  or  Store  System — Departments  Be- 
longing Exclusively  to  the  Store  Operation  Division 
— Departments  whose  Functioning  Relates  them 
Closely  to  the  Store  Operation  Division — Personnel 
Division — Work  of  the  Personnel  Division — Op- 
portunities for  Promotion  Revealed  by  Organiza- 
tion Plans — Promotion  Assisted  by  Employment  and 
Educational  Departments. 

III.  PERSONAL  AND  EDUCATIONAL  QUALIFI- 

CATIONS   OF    JUVENILE    STORE    EM- 
PLOYEES         32 

Introduction — Sex  Distribution — Social  Status  of 
Store  Workers — Overcoming  Prejudices  Against 
Store  Work — Discourtesy  of  Store  Officials  a  Source 
of  Prejudice — Higher  Types  of  Workers  Attracted 
by  Newer  Store  Policies — Educational  Qualifications 
of  Juvenile  Store  Employees — Variations  between 
Stores  in  Educational  Qualifications — Why  Cloth- 


CONTENTS 
CHAPTER  PAGES 

ing  Stores  Demand  More  Education — Variations 
in  Educational  Requirements  with  Size  of  Stores  and 
Quality  of  Goods — Personal  Traits  Commended  by 
Store  Officials — Personal  Traits  which  Annoy  Store 
Officials — 111  Health — The  Department  Scrapper, 
Disagreements  with  Customers — Personal  Appear- 
ance Desired  in  Store  Employees — Physical  Charac- 
teristics Desired  for  Store  Executives — Varied  Tal- 
ents May  be  Utilized  in  Stores. 

IV.  OCCUPATIONAL  DISTRIBUTION  OF  YOUNG 
PERSONS  EMPLOYED  IN  BOSTON  RE- 
TAIL DEPARTMENT,  DRY  GOODS  AND 
CLOTHING  STORES,  AND  THE  QUALI- 
FICATIONS DESIRED  IN  PERSONS  EN- 
GAGED IN  THE  CHIEF  STORE  OCCUPA- 
TIONS    43 

Introduction — Selling — Extent  of  Juvenile  Employ- 
ment— Sexes,  Ages  and  Education  of  Juvenile  Sales- 
people— Preference  for  Attractive  Young  Women 
— Comments  Showing  Qualifications  Desired — A 
Saleswoman  with  a  Bright  Future — Clerical  Occu- 
pations of  Juvenile  Employees  of  Department,  Dry 
Goods  and  Clothing  Stores — Numbers  Employed  in 
Clerical  Occupations — Sexes,  Ages  and  Education  of 
Juvenile  Clericals — Characteristics  of  Successful 
Clericals  Shown  in  Reports  of  Their  Superior  Of- 
ficers— A  Typical  Office  Stenographer — A  Merchan- 
dise Clerical  Who  is  Forging  Ahead — A  Plodding 
Merchandise  Clerical — Floor  Clericals — Summary 
— Care  of  Stock — Duties  of  Stock  Workers — Re- 
ceiving Clerks — Stampers  and  Markers — Stock 
Rooms — Stock  Workers  of  Selling  Departments — 
Ages  and  Schooling  of  Stock  Workers  Similar  to 
Those  of  Salespeople — Comments  on  Stock  Workers 
— Unsatisfactory  Stock  Workers — A  High  Class 
Stock  Marker — Summary — Rapid  Changes  in  Num- 
bers Employed  in  Minor  Juvenile  Store  Occupations 
— Distribution  and  Qualifications  of  Juvenile  Em- 
ployees in  Minor  Store  Occupations — Bundlers — 
Floor,  Errand,  Cash,  Teller — Cashiers,  Inspectors, 
Examiners,  Checkers — Decentralizing  the  Cash  Sys- 
tem— Characteristics  of  Inspectors,  Examiners,  or 
Checkers — Age  and  Schooling  of  Cashiers — Com- 
ments of  Store  Officials  on  Examiners  and  Cashiers, 


CONTENTS 
CHAPTER  PAGES 

— Qualifications  Desired — Undesirable  Employees 
— Satisfactory  Cashiers — A  Cashier  with  a  Bright 
Future — Delivery — Chances  of  Promotion  in  the 
Delivery  Department — Comments  Showing  Qualifi- 
cations Desired  for  Various  Miscellaneous  Positions 
— Employees  of  Restaurants  and  Manufacturing 
Departments. 

V.  SHIFTING  OF  YOUNG  STORE  WORKERS 65 

Introduction — S  o  u  r  c  e  s  of  Information — The 
Amount  of  Shifting — Variations  between  the  Sexes 
in  the  Amount  of  Shifting — Characteristics  of  Ex- 
treme Shifters — Other  Occupations  of  Young  Store 
Workers — Shifting  Due  to  Seasonal  Variations  in 
the  Opportunities  for  Employment  in  Stores — Extra 
or  Special  Store  Workers — Months  of  Issuance  of 
Certificates  Authorizing  Store  Work — Shifting  from 
Factories  and  Other  Stores  in  Busy  Seasons — Rea- 
sons for  Shifting — Educational  Significance  of  Shift- 
ing. 

VI.  TRAINING  FOR  EMPLOYMENT  IN  RETAIL 

STORES 82 

Introduction — -Training  in  Elementary  Schools — 
Social  Relations — Physical  Development — Refocus- 
ing  of  Elementary  Branches — Local  Geography — 
Economic  History  —  Arithmetic  —  Penmanship — 
Courses  of  Training  for  Store  Service  in  Continua- 
tion and  Secondary  Schools — Continuation  School 
Courses — Content  of  Continuation  School  Courses 
for  Store  Employees  of  14  to  16  Years  Old — Train- 
ing for  Store  Service  Given  in  Secondary  Schools — 
Secondary  Education  Desirable  for  Store  Employees 
— Obtaining  Store  Experience — Details  of  Co-oper- 
ation— Failure  to  Enter  Store  Service  After  Receiv- 
ing Training — General  Educational  Value  of  Train- 
ing in  Salesmanship — Need  of  Standardization  of 
Wages  of  Adolescents — Content  of  Secondary 
Courses  in  Retail  Selling — Lack  of  Standardization 
— Universal  Store  Activities — Standardization  of 
Local  Store  Practices — Training  in  Salesmanship — 
Importance  of  Vocational  Education — Two  Parts  of 
Training  in  Salesmanship — Knowledge  of  Merchan- 
dise Gained  in  Secondary  School  Courses — Class  Re- 
ports on  Merchandise — Meeting  Customers — Train- 


CONTENTS 

CHAPTER  PAGES 

ing  Given  Regular  Employees — New  or  Juvenile 
Employees — Reducing  the  Cost  of  New  Employees 
— Insuring  a  Cordial  Reception  of  the  New  Em- 
ployee— Training  for  Special  Services — Training  of 
the  Regular  Sales  Force — Knowledge  of  the  Stock 
— Care  of  Merchandise — Service  to  Customers — 
Training  of  Buyers — Knowledge  of  the  Stock — 
The  Buyer  and  His  Markets — Marking  the  Stock 
— The  Successful  Buyer — Organizing  the  Vocational 
Knowledge  of  the  Store — A  Store  Advisory  Board — 
Service  Clubs  or  Booster  Clubs — Co-operation  be- 
tween Store  Education  and  Employment  Depart- 
ments— Need  of  Training  for  Store  Executives. 

APPENDIX  I 

STATISTICAL  DATA  SHOWING  CONDITIONS  OF 
EMPLOYMENT    OF    JUVENILE    STORE 
^  WORKERS  IN  BOSTON 115 

Educational  Certificates  of  Boston  Young  Persons 
1 6  to  21  Years  of  Age — War-Time  Re-distribution 
of  Juvenile  Labor — Sample  Group  of  2I-Y ear-Old 
Workers  Used  in  this  Study — Classification  of  the 
Sample  Group  by  Businesses  of  the  Employing  Firm 
— Uses  Made  of  Table  Showing  Distribution  of 
Sample  Group — Employment  Certificates  Issued  to 
Minors  14  to  16  Years  of  Age — Tables  Showing 
Occupational  Distribution  of  Juvenile  Store  Em- 
ployees, and  the  Age  and  Educational  Qualifications 
of  Those  Employed  in  Different  Occupations  and 
Types  of  Stores — Care  of  Health  of  Employees  in 
Retail  Stores — Plans  for  Teaching  the  Care  of  Stock 
— Preliminary  Study  of  Conditions  in  a  Department 
— Organization  for  Care  of  Stock — Care  of  Folded 
House-Dresses,  Nurses'  and  Maids'  Uniforms — In 
the  Morning — Care  of  Stock  During  the  Day — 
Additional  agreements  on  stock  care — Duties  of  the 
Head  of  Stock — Care  of  Hanging  Stock,  or  Ma- 
chine-Made  Dresses  of  Silks,  Serges,  or  Cottons — 
Morning  Care  of  Hanging  Stock, — Care  of  Hang- 
ing Stock  During  the  Day — Supervision  of  Care  of 
Hanging  Stock — Statistical  Tables  Showing  Experi- 
ences of  Juvenile  Store  Workers. 

APPENDIX  II 

SELECT  BIBLIOGRAPHY 133 

INDEX  ....    141 


Training  For  Store  Service 

CHAPTER  I 

STORES  AS  PLACES  OF  EMPLOYMENT 

Introduction 

Experiences  and  training  of  young  persons  employed  in 
Boston  department,  dry  goods  and  clothing  stores  when  14 
to  21  years  old  are  discussed  in  this  report  of  the  results  of  a 
series  of  investigations  made  by  members  of  the  Research  De- 
partment of  the  Women's  Educational  and  Industrial  Union. 
It  is  hoped  that  the  reading  of  such  a  discussion  will  assist 
young  mercantile  workers  to  see  their  tasks  as  parts  of  the 
great  public  service  of  distribution,  that  store  managers  in 
other  cities  may  profit  by  the  descriptions  of  progressive  poli- 
cies which  are  being  developed  by  Boston  business  men,  and 
that  educators  will  find  suggestions  which  may  be  embodied  in 
the  courses  of  training  for  store  service  which  are  being  in- 
troduced in  the  secondary  and  continuation  schools  of  many 
cities. 

Retail  stores  are  focusing  points  of  the  activities  which 
supply  human  wants ;  products  of  farms,  factories  and  mines 
are  gathered  on  their  shelves,  and  men  and  women  come  to 
their  counters  to  supply  themselves  with  the  necessities,  com- 
forts or  luxuries  of  daily  living.  Workers  in  a  retail  store  are 
engaged  in  the  great  game  of  enlisting  all  the  ingenuity  which 
the  race  has  developed  for  the  purpose  of  supplying  any  hu- 
.man  needs  which  customers  present.  This  service  of  collecting 
available  commodities  and  distributing  them  to  meet  public 
demands  furnishes  employment  to  a  larger  number  of  the  in- 
habitants of  great  cities  than  any  other  single  occupation.  Not 
only  those  who  earn  a  living  by  service  in  stores  but  all  per- 
sons interested  in  the  business  life  of  cities  should  know  more 
about  the  activities  of  the  mercantile  establishments  where 

9 


10  TRAINING  FOR  STORE  SERVICE 

goods  necessary  for  human  comfort  or  enjoyment  are  dis- 
tributed to  their  ultimate  consumers. 

Proportion  of  Juveniles  Employed  in  Stores 

Between  one-fourth  and  one-third  of  the  wage-earning 
minors  of  Boston  serve  in  stores  at  some  time  during  the 
period  between  leaving  school  and  reaching  adult  years.  One- 
fourth  of  the  certificates  obtained  shortly  before  their  twenty- 
first  birthdays  by  a  sample  group  of  6,385  young  persons  au- 
thorized employment  in  stores,  and  about  one-third  of  the  1917 
graduates  of  8  Boston  high  schools  were  found  employed  in 
stores  after  graduation.1  There  has  been  a  decrease  in  the 
number  of  children  14  to  16  years  old  who  are  employed  in 
stores,  as  their  work  certificates  which  specify  occupations 
authorized  store  positions  for  36  per  cent  of  the  children  in 
1913  and  for  only  15  per  cent  in  1918.  At  the  same  time  the 
number  who  entered  factories  increased  from  47  to  66  per  cent. 

Statistics  of  Store  Workers 

The  extent  of  juvenile  employment  in  stores  is  shown  also 
by  statistics  which  give  the  ages  of  workers  engaged  in  store 
occupations.  Nearly  one-fourth  of  the  clerks  in  stores  and- 
salespeople  reported  for  Boston  in  the  Federal  Census  of  1910 
were  under  21  years  of  age.2  The  proportion  of  young  per- 
sons is  even  greater  in  the  large  department  and  dry  goods- 
stores  which  help  make  Boston  the  great  center  where  all  New 
England  comes  to  shop.  In  1914  it  was  found  by  a  study  of 
women  employed  in  these  stores  that  44  per  cent  of  the  regular 
and  45  per  cent  of  the  extra  workers  were  under  21  years  of 
age,  and  that  90  per  cent  were  unmarried  members  of  family 


aThese  schools  give  general  cultural  courses  and  also  offer  instruction  in 
salesmanship  and  commercial  subjects.  Of  the  boys  for  whom  the  Boston 
Vocational  Guidance  Bureau  obtained  reports,  132  or  29  per  cent  found  work 
in  stores,  while  of  the  213  girl  graduates  37  per  cent  took  mercantile  posi- 
tions. Graduates  of  the  Commercial  High  School,  the  Mechanics  Arts  High 
School  and  the  Trade  Schools  were  not  included  in  this  summary. 

2The  figures  were  as  follows :  Total  clerks  in  stores  and  salespeople, 
24,498;  number  under  21  years  of  age,  total  5,573;  males  3,092;  females  2,481; 
percentage  under  twenty-one,  22.7;  male  and  female  retail  dealers  under 
twenty-one,  492.  Thirteenth  Census  of  the  United  States,  IV,  539-540. 


STORES  AS  PLACES  OF  EMPLOYMENT         11 

groups.8  A  Minimum  Wage  Commission  investigation  which 
included  women  working  in  stores  throughout  Massachusetts 
found  a  somewhat  lower  proportion  of  younger  workers,  or 
36  per  cent  under  21  years  of  age.4 

Opportunities  for  Adults  in  Retail  Selling 

In  Boston,  as  in  many  other  large  cities,  retail  selling  is  the 
most  important  occupation  of  adult  men.5  This  is  true  both 
because  of  the  large  number  engaged  and  because  of  the  ex- 
ceptional opportunities  which  it  affords  for  independent  busi- 
ness careers.  In  1910  there  were  almost  as  many  retail  dealers 
as  clerks  and  salesmen  in  the  groups  of  adult  men  engaged  in 
retail  selling.  The  proportion  of  women  who  were  independ- 
ent dealers  was  not  so  great,  but  it  is  fair  to  assume  that  the 
number  might  have  been  increased  by  married  women  who  as- 
sisted their  husbands  in  small  stores.  It  is  true  also  that  the 
training  which  fits  young  women  for  intelligent  services  in  re- 
tail stores  will  be  useful  in  adult  years  when  many  of  them 
may  assume  responsibility  for  spending  family  incomes. 

Young  Women  Employed  in  Boston  Stores 

Retail  selling  positions  were  being  filled  largely  by  young 
women  even  before  war-time  pressure  forced  the  men  to  seek 
more  strenuous  vocations.  This  tendency  towards  an  excess 
in  females  is  particularly  marked  in  the  larger  stores ;  in  our 
sample  group  of  21-year-old  young  persons,  70  per  cent  of 
those  employed  in  grocery  stores  and  64  per  cent  of  the  young 
persons  certificated  to  the  miscellaneous  group  of  smaller 
stores  were  men,  while  the  proportions  of  the  sexes  were  re- 
versed in  the  large,  centrally-located  department,  dry  goods 


Unemployment  Among  Women  in  Department  and  Other  Retail  Stores 
of  Boston,  Bulletin  of  the  United  States  Bureau  of  Labor  Statistics,  Whole 
Number  182,  Women  in  Industry,  No.  8,  pp.  33,  52. 

4Second  Annual  Report  of  the  Minimum  Wage  Commission  of  Massa- 
chusetts for  the  year  ending  December  31,  1914,  p.  127. 

The  chief  occupations  of  males  21  years  old  and  over,  in  the  order  of 
their  numerical  importance  were :  retail  dealers,  10,700 ;  salesmen  in  stores, 
9,932;  clerks  (except  clerks  in  stores),  8,655;  draymen  and  teamsters,  6,447; 
carpenters,  6,442 ;  machinists,  5,508.  The  leading  occupations  of  females  over 
21  years  of  age  were:  servants,  14,913;  dressmakers  and  seamstresses  (not  in 
factories),  5,939;  saleswomen  in  stores,  4,532;  bookkeepers,  cashiers  and  ac- 
countants, 4,236;  stenographers  and  typewriters,  3,753;  teachers,  3,305;  board- 
ing and  lodging  house  keepers,  3,111;  sewing  machine  operatives  and  seam- 
stresses (in  factories),  2.707. 


12  TRAINING  FOE  STORE  SERVICE 

and  clothing  stores,  as  70  per  cent  of  the  young  persons  cer- 
tificated to  department  and  dry  goods  stores  and  65  per  cent 
of  those  whose  last  educational  certificates  authorized  em- 
ployment in  clothing  stores  were  females.  There  was  a  de- 
crease in  the  number  of  women  employed  in  these  stores  after 
the  enforcement  of  the  minimum  wage  in  January,  1916.6 
This  was  due  to  the  dropping  of  the  less  intelligent  and  efficient 
rather  than  to  the  refusal  to  employ  more  women,  as  the  rec- 
ords already  cited  of  positions  taken  by  the  high  school  gradu- 
ates of  1917  show  37  per  cent  of  the  females  and  29  per  cent 
of  the  males  entering  mercantile  establishments. 

Types  of  Stores  Employing  Boston  Young  Persons 

Young  persons  working  in  stores  are  engaged  chiefly  in 
tasks  connected  with  the  distribution  of  goods  used  to  supply 
the  primitive  human  needs  of  food,  clothing  and  shelter.  While 
food  is  the  most  fundamental  of  these  requirements,  the  sale' 
of  clothing  offers  the  city  dweller  greater  opportunities  for 
employment.  The  food  supply  of  the  home  is  usually  in  need 
of  daily  renewal,  and  the  perishable  character  of  a  large  por- 
tion of  such  goods  makes  necessary  prompt  and  careful  de- 
livery. On  the  other  hand,  clothing  is  purchased  at  certain 
seasons,  and  is  easily  packed  and  shipped  to  distant  customers, 
hence  dry  goods  and  clothing  stores  serve  a  much  larger  terri- 
tory. The  woman  who  always  orders  the  family  groceries 
from  the  small,  neighborhood  store,  is  willing  to  devote  an 
occasional  day  to  a  trip  to  town  for  the  purpose  of  seeking  the 
greater  opportunities  for  choice  or  the  slightly  better  prices 
of  the  centrally  located  department,  dry  goods  and  clothing 
stores. 

Differences  Between  Stores  Selling  Food  and  Clothing 

Differences  in  the  character  and  location  of  stores  selling 
food  and  clothing  is  shown  by  the  distribution  of  a  sample 


"In  department,  dry  goods  and  specialty  stores,  the  number  of  women  and 
girls  employed  as  full-time  workers  in  1916  was  4.6  per  cent  less  than  in 
1915,  and  10.7  per  cent  less  than  in  1914,  but  the  total  amount  paid  in  wages 
to  regular  female  '.employees  in  1916  exceeded  that  recorded  for  either  of  the 
previous  years.  Preliminary  Report  on  the  Effect  of  the  Minimum  Wage  in 
Massachusetts  Retail  Stores,  Bulletin  No.  12,  Minimum  Wage  Commission, 
November,  1916,  p.  6. 


STOEES  AS  PLACES  OF  EMPLOYMENT         13 

group  of  young  persons  whose  employment  certificates  indi- 
cate that  they  held  store  positions  when  19  to  21  years  old.7 
Thirty-eight  per  cent  of  the  firms  selling  food,  and  but  16  per 
cent  of  the  firms  dealing  in  dry  goods  and  clothing,  were 
located  in  the  suburbs.  The  many  small,  scattering,  food- 
selling  establishments  employed  an  average  of  2  young  per- 
sons of  this  restricted  age  group  per  firm,  while  the  34  cen- 
trally located  department  and  dry  goods  stores  averaged  19 
per  firm  from  our  sample  group  of  young  persons.  Since 
there  are  many  small  specialty  shops  dealing  in  ready-made 
clothing,  the  average  number  of  young  persons  per  store  was 
only  4,8  although  there  are  several  clothing  establishments 
which  are  like  the  great  department  stores  in  size  and  com- 
plexity of  organization. 

Increased  Sale  of  Ready-Made  Clothing 

The  remarkable  increase  in  the  sale  of  ready-made  clothing 
is  evident  in  all  the  tables  showing  the  distribution  of  store 
workers.  The  department  and  dry  goods  stores  give  much 
attention  to  its  sale,  and  there  is,  in  addition,  a  group  of  30 
retail  and  14  wholesale  stores  which  devote  their  entire 
energies  to  supplying  the  public  with  ready-to-wear  clothing. 
Only  one  of  the  department  stores  has  more  employees  than 
the  largest  of  these  clothing  stores,  and  the  total  number  of 
•employees  of  the  clothing  group  is  greater  than  that  of  the 
•dry  goods  firms.  Moreover,  the  grade  of  employees  of  the 
.clothing  stores  averages  higher,  and  there  is  less  irregularity 
in  their  employment,  as  the  percentage  of  variation  between 


7An  explanation  of  the  certificates  which  Massachusetts  laws  require  for 
working  minors  will  be  found  in  Appendix  I. 

These  averages  refer  to  stores  to  which  young  persons  of  our  21- 
year-old  sample  group  had  been  certificated.  The  distribution  of  the  sample 
group  of  young  persons  who  served  in  stores  when  19  to  21  years  old  is  shown 
in  Table  I. 


14 


TRAINING  FOE  STOEE  SERVICE 


TABLE    I. 


DISTRIBUTION    OF    A    SAMPLE    GROUP    OF    YOUNG    PERSONS 
EMPLOYED   BY   BOSTON   SELLING   FIRMS 


Types  of  Employing  Stores 


Total, 


Located 

in  Boston         Located 
Total  Number  of  City  Proper  in  Suburbs 

No.     No.       No.    No. 

Young  of  Young  of  Young 

Per-       Fe-        Per-       Per- 

Firms  sons  Males  males  Firms  sons  Firms  sons 

554*    1951     842        1109        399     1624     155        327 


'  Stores,  selling  General  Stocks,  .  .  . 
Department  and  dry  goods,   .... 
5-and-10    cent     

49 
34 
15 

80 
3 
14 
10 
10 

3 
19 
11 
6 

247. 
61 
21 
48 
53 
14 
13 
7 

3 
11 

9 

!i 

5 
5 
5 

63 
8 
17 
8 
13 
7 
4 
2 
4 

78 
26 
5 

4 
4 
21 

18 

771 
665 
106 

337 
176 
43 
27 
19 
5 
3 
30 
25 
9 

484 
131 
87 
70 
98 
19 
19 

10 
15 
11 
6 
11 

57 
20 
9 
9 
8 
6 
5 

161 
41 
36 
31 
26 
8 

6 
5 

14*1 
43 
12 

12 
7 
45 

22 

200 
198 

142 
60 

19 

"3 
18 
23 
6 

273 
93 
33 
49 
46 
13 
7 
4 

6 
10 
1 
8 

41 
13 
8 

5 
5 

98 
36 
14 
12 
13 

7 
4 
5 

88 
27 

8 
1 
37 

15 

571 
467 
104 

195 
116 
35 
8 
14 
5 

*i2 
2 
3 

211 
38 
54 
21 
52 
6 
12 

9 
1 

28 
21 

7 

74 

14 

10 

4 
3 
17 
9 
6 

152 
24 
7 
26 
48 
7 
11 
7 

1 

7 
5 

678 
616 
62 

324 
176 
43 
27 
17 
5 

28 
16 
9 

345 
79 
58 
42 
93 
8 
17 
7 

4 
11 
11 

21 
13 

6 

2 

"2 
2 

95 
37 
14 
22 
6 

2 
2 

93 
49 
44 

13 
2 

9 

139 
52 
29 
28 

11 

6 
4 

Men's  and   women's  specialty,.  . 
-  "Women's  specialty     .  .  .  

Men's  clothing  and  furnishings, 
General  and  credit  stores    ..... 

Cloaks  and  suits 

Clothing  supplies    (wholesale)  .  . 

Leather    (wholesale)     .    ...    ... 

Rubber  goods    

Groceries                   

Bakeries  and  delicatessen,    
Provisions  and  markets     

Restaurants  and  lunch  rooms,  .  . 

Tea  and  coffee  stor6S     ........ 

Bakers'  and  confectioners'   sup- 
plies         

Confectionery   stores             .    ... 

Wines  and  liquors  

Prepared  foods  
Cigars  and  tobacco       

3 

16 
7 
1 
3 
3 
2 

63 

22 
19 
13 

1 
1 
2 

53 
16 
12 

4 
6 
8 

7 

8 

33 
10 
7 
4 
5 
5 
2 

57 
5 
17 
6 
13 
7 
3 
2 
4 

55 
21 
4 

2 
10 
14 

10 

50 
17 
9 
8 
8 
6 
2 

132 
37 
36 
9 
26 
8 
5 
6 
5 

95 

37 

7 

3 
7 
23 

18 

1 

4 
2 

"i 
"i 

6 

"2 
"i 

23 
5 
1 

2 

'ii 

4 

1 

7 

"i 
"i 

29 
'22 
"3 

46 
5 
9 
'22 
4 

Wall  paper  and  paper  goods,  .  .  . 
Plate  and  ornamental  glass  
Plumbers'  supplies         

Stores    Supplying    Aesthetic    and 
*         Intellectual  Needs        

Jewelry,  clocks  and   watches,  .  . 
Library  and  office  supplies,  .... 
Stationery    paper    cards            .  . 

Florists                            

Pianos  and  musical  instruments, 

Artists'  and'  architects'  supplies, 

Typewriters     and     adding     ma- 

Miscellaneous,      not      otherwise 
classified,    

The  firms  to  which  young  persons  had  been  certificated  and  which  were 
identified  by  reference  to  business  directories,  but  which  could  not  be  located 
because  they  had  moved  or  gone  out  of  business,  have  been  omitted  from  this 
table. 


STOKES  AS  PLACES  OF  EMPLOYMENT 


15 


the  dull  and  busy  seasons  was  36.5  in  the  dry  goods  and  only 
13.2  in  the  clothing  stores.10 

CHART  I 

DISTRIBUTION  BY  TYPES  OF  STORES  AND  SEXES  OF  A  SAMPLE  GROUP  OF  YOUN6  PERSONS  WHO  _ 
HAD  RECEIVED  CERTIFICATES  AUTHORIZING  WORK  IN  STORES  WHEN  THEY  WERE  19  TO  21  YEARS  * 

OF  AGE 

Stock  5oW  in  Young  Persons 

the  Stores  TOTAL- FEMALES- MALES 

Department  and 
Dry  Goods 


Food 


Clothing 337      195 


Five'and'Ten  Cent 


Housing  Supplies . 


Stationery  and 

Office  Supplies 57 

Automobile  Supplies ...  45 

Drugs 43 

News  Distribution 41 

Jewely 36 


Females 
D  Males 


1  The  more  important  types  of  stores  are  presented  in  this  chart.  Complete  data., 
will  be  found  in  Table  1. 

Smaller  Stores  Less  Important  Fields  for  Vocational  Educa- 
tion 

The  other  stores  to  which  members  of  our  sample  group 
*  were  certificated  have  not  received  special  attention  in  our  vo- 
cational education  survey  because  they  are  less  important  as 
places  of  employment,  because  their  organization  makes  it 
difficult  to  devise  special  educational  programs  adapted  to 
their  needs,  and  because  the  services  which  they  render  the 
public  are  less  essential  than  those  of  establishments  dealing 
in  food  and  clothing.  The  employees  of  a  small  store  are 


10That  is  the  number  of  employees  in  the  dull  season  was  63.5  of  those 
in  the  busy  season  in  the  dry  goods  stores,  and  86.8  per  cent  in  the  clothing 
stores. 


16  TRAINING  FOE  STORE  SERVICE 

usually  under  the  personal  supervision  of  the  owner,  or  some 
other  responsible  person,  who  gives  instruction  and  relieves 
them  of  the  necessity  of  making  important  decisions.     The 
forms  of  organization  and  policies  of  small  retail  dealers  have 
not  been  standardized,  so  that  group  instruction  of  employees 
from  different  stores  is  difficult,  but,  since  the  experience  in 
meeting  customers  and  presenting  goods  differs  little  from 
that  of  the  larger  establishments,  excellent  opportunities  for' 
apprenticeship  employment  are  found  in  the  miscellaneous* 
group  of  small  stores. 

Books  and  stationery,  jewelry  and  flowers,  may  be  con- 
sidered as  belonging  to  the  class  of  luxuries  which  can  be 
spared  until  more  basic  needs  have  been  supplied.  Some 
would  claim  that  the  larger  portion  of  the  druggist 's  stock  is 
as  easily  dispensed  with,  but  the  fact  that  local  drug  stores  are 
found  side-by-side  with  groceries  in  every  community,  sug- 
gests that  many  persons  consider  their  needs  for  drugs  and 
foods  equally  urgent.  Shelter  is  provided  for  by  agencies 
other  than  stores,  and  so  this  great  public  demand  was  repre- 
sented in  our  sample  group  by  the  comparatively  small  num- 
ber of  establishments  dealing  in  household  decorations  or 
furnishings.  But  little  opportunity  for  the  employment  of 
young  persons  is  afforded  by  the  wholesale  selling  firms ;  only 
5  per  cent  of  our  sample  group  certificated  to  mercantile  estab- 
lishments were  found  at  work  with  wholesalers. 

Importance  of  Retail  Department,  Dry  Goods  and  Clothing 
Stores  for  Urban  Vocational  Education  Programs 

Retail  department,  dry  goods  and  clothing  stores  offer  im-- 
portant  fields  for  vocational  education,  not  merely  because  * 
they  employ  large  numbers  of  juvenile  and  adult  workers,  but 
also  because  such  training  is  necessary  for  the  successful  de-^ 
velopment  of  their  business,  and  because  they  afford  peculiar  * 
facilities  for  sound  educational  work  which  may  have  per-; 
sonal  and  social  as  well  as  economic  value. 

From  two  to  four  thousand  persons  are  required  to  handle 
the  business  of  the  largest  Boston  stores,  and  the  average  num- 
ber per  firm  employed  for  each  type  of  store  in  the  busy  sea- 
son was  as  follows :— department,  1,618 ;  dry  goods,  346 ;  cloth- 


STORES  AS  PLACES  OF  EMPLOYMENT          17 

ing,  187.  Such  an  aggregation  of  employees  points  to  a  Mer- 
cantile Revolution  comparable  to  the  Industrial  Revolution  of 
the  past  century.  It  makes  possible  the  division  of  selling 
activities  into  many  simple  tasks  which  may  be  undertaken  by 
juvenile  workers.  But  great  stores  like  great  factories  must 
be  well  organized  and  carefully  supervised  in  order  to  secure 
an  efficient  and  profitable  utilization  of  large  groups  of  youth- 
ful and  irresponsible  employees. 

*  The  advantages  of  division  of  labor  are  lost  unless  greater 
expertness  is  attained.  Store  managers,  like  factory  man- 
agers, must  standardize  their  tasks,  stabilize  their  working 
forces  and  develop  intelligent  and  devoted  heads  of  depart- 
ments. Thorough  training  must  compensate  for  the  lessened 
personal  interest  which  is  inevitable  when  store  people  are 
working  for  hire  rather  than  for  the  promotion  of  their  own 
enterprises.  Without  such  educational  activities,  the  great 
stores  may  find  it  difficult  to  compete  with  the  many  small 
shops  where  every  detail  of  the  business  is  closely  supervised 
by  interested  owners. 

Great  Stores  as  Educational  Centers 

The  great  stores  afford  peculiarly  good  opportunities  for 
the  sort  of  educational  activities  which  are  required  for  their 
successful  development.  The  large  numbers  employed  make 
possible  well-graded  class  instruction,  and  the  highly  specializ- 
ed departments  are  apt  to  be  in  charge  of  persons  with  much 
expert  knowledge.  Under  the  guidance  of  a  skillful  educa- 
tional director,  such  a  corps  of  experts  may  give  vocational 
training  of  a  high  order.  Effective  co-operation  between  stores 
and  high  school  classes  in  salesmanship  is  easily  secured  be- 
cause of  the  irregularities  in  the  demands  for  store  services. 
In  the  course  of  the  present  investigation,  store  officials  were 
asked  to  state  the  largest  and  smallest  numbers  employed  dur- 
ing the  previous  year.  These  reports  show  that  7,781  more 
employees  were  required  for  the  busy  than  for  the  dull  season; 
in  other  words,  the  number  of  employees  in  the  dull  season  was 
67.5  per  cent  of  those  in  the  busy  season.11  Variations  during 


"A  full  discussion  of  the  seasonal  variations  in  the  demands  for  store 
workers  will  be  found  in  Chapter  V. 


18  TRAINING  FOR  STORE  SERVICE 

the  week  in  the  amount  of  service  required  are  common,  so  that 
many  stores  employ  a  regular  force  of  part-time  extras.  This 
combination  of  tasks  suitable  for  young  persons  and  numer- 
ous demands  for  extra  or  part-time  workers  offers  unusual 
opportunities  for  co-operation  between  schools  and  depart- 
ment, dry  goods  and  clothing  stores  in  the  development  of 
sound  plans  for  vocational  education.  Striking  uniformity  in 
seasonal  variations  is  shown  in  all  the  reports  from  stores 
dealing  chiefly  in  clothing  and  dry  goods,  and  the  busiest 
periods  fall  in  months  of  the  year  when  school  vacations  are 
customary,  so  that  temporary  work  in  stores  need  not  inter- 
fere seriously  with  the  school  course.  The  use  of  members 
of  the  high  school  salesmanship  classes  as  extra  helpers  in 
Boston  stores  has  been  found  to  be  advantageous,  both  because 
the  students  profit  by  the  practice  under  normal  business  con- 
ditions and  because  the  excessive  shifting  from  other  positions 
of  young  persons  who  cannot  hope  for  regular  employment  as 
store  workers  is  prevented. 

Cultural  Value  of  Training  for  Store  Service 

The  criticism  that  vocational  education  lacks  in  cultural 
value  is  not  valid  for  much  of  the  training  needed  by  store 
employees.    They  must  learn  to  cultivate  an  attractive  per-* 
sonal  appearance  and  a  quiet  and  dignified  bearing ;  necessary 
adjustments  must  be  made  to  fellow  workers  so  that  harmoni- 
ous and  effective  group  activities  will  be  possible ;  agreeable  * 
manners,  skill  in  meeting  all  sorts  of  persons,  in  discovering 
and  administering  intelligently  to  their  needs  must  be  de- 
veloped.    The  increased  personal  dignity,  adaptability  and' 
social  insight  which  may  result  from  such  training  is  equally  • 
valuable  in  many  other  walks  of  life.    So  too,  a  knowledge  of 
the  sources  of  supply  and  varying  uses  of  the  many  commodi- 
ties handled  in  great  stores  is  of  value  for  anyone  attempting" 
the  development  of  a  comfortable  home ;  and  an  understanding 
of  the  complex  organization  and  differing  functions  of  a  great 
mercantile  establishment  may  assist  to  a  better  comprehension 
of  the  intricate  economic  life  of  a  highly  developed  society  and 
prepare  for  the  more  intelligent  exercise  of  the  responsibili- 
ties and  privileges  of  citizenship  in  an  industrial  democracy. 


CHAPTER  II 

STOKE  ORGANIZATION 

Introduction 

The  numbers  employed,  the  qualifications  demanded,  the 
training  needed,  the  regularity  of  employment  and  the  chances 
of  promotion  of  young  store  workers  are  all  dependent  in 
large  measure  on  the  forms  of  organization  of  their  places  of 
employment;  yet  the  bewildering  array  of  more  or  less  per- 
sonal adjustments  found  in  the  Boston  stores  raises  questions 
as  to  whether  retail  selling  has  reached  the  stage  of  develop- 
ment where  occupations  can  be  standardized,  or  where  there 
is  a  general  agreement  about  the  forms  of  organization  suit- 
able for  different  types  of  stores.  The  juvenile  workers  and 
their  employers  interviewed  in  the  course  of  these  investiga- 
tions were  found  in  establishments  which  were  typical  of  all 
stages  of  development :  on  the  one  hand  there  were  the  little 
neighborhood  " thread  and  needle"  shops,  the  suburban  dry 
goods  stores  which  added  staple  dress  goods  and  paper  pat- 
terns to  this  stock,  the  specialty  shops  which  were  little  more 
than  the  salesrooms  for  the  output  of  small  dressmaking  estab- 
lishments ;  and  on  the  other  there  were  great  stores  in  which 
two  to  four  thousand  employees  were  required  to  handle  the 
varied  wares  which  were  spread  through  great  buildings  with 
seven  or  eight  floors  above  and  two  floors  below  the  street 
level. 

The  Small  Stores 

Many  of  the  small  stores  are  family  enterprises;  the  wife 
runs  in  from  the  adjoining  living  room  to  "mind"  shop  while 
the  head  of  the  family  is  absent  buying  stock,  and  the  son  de- 
livers goods  in  out-of-school  hours.  Foreigners  frequently 
start  successful  American  business  careers  with  such  enter- 
prises. Stores  with  five  to  a  hundred  employees  are  apt  to 
•continue  the  autocratic,  one-man  control  characteristic  of  these 
early  conditions.  Their  owners  or  responsible  managers  de- 

19 


20  TRAINING  FOE  STORE  SERVICE 

cide  how  the  capital  shall  be  invested,  engage,  train  and  dis- 
charge their  "help,"  and  settle  all  disputed  questions.  The 
conditions  of  work  and  chances  of  promotion  depend  on  the 
personal  characters  and  business  abilities  of  those  in  charge. 
On  the  whole,  the  tendency  to  desert  such  establishments1  for 
the  larger  stores  shows  a  sound  judgment  of  business  oppor- 
tunities, but  cases  were  found  where  regularity  of  employment 
and  personal  preferences  held  young  persons  to  long  terms  of 
service  in  the  smaller  stores. 

Organization  of  the  Large  Stores 

Characteristic  features  of  the  organization  of  the  large 
stores  have  been  obtained  by  a  comparative  study  of  the  or- 
ganization charts  of  three  of  the  most  highly  developed  stores 
of  Boston.  The  recent  origin  of  these  charts  shows  how  slow- 
ly the  great  mercantile  establishments  have  come  to  a  realiza- 
tion of  the  necessity  of  standardizing  their  tasks,  and  perfect- 
ing their  agencies  for  supervision  and  instruction.  Persons 
familiar  with  the  stores  claim  that  some  sections  of  these 
charts  represent  first  steps  in  the  efforts  to  develop  a  sound 
store  system  rather  than  reports  of  actual  conditions.  While 
there  is  confusion  and  lack  of  agreement  in  the  grouping  of 
departments,  the  range  of  occupations  and  their  relative  im- 
portance are  clearly  shown.  The  charts  are  helpful  also  in 
estimating  the  agencies  required  for  supervising  and  instruct- 
ing store  employees,  and  the  chances  for  promotion  open  to 
juvenile  workers. 

The  Central  Governing  Body 

The  central  governing  body  in  each  of  the  stores  is  a  group 
of  managers  or  board  of  directors,2  one  of  whom  is  recognized 
as  the  general  manager,  president  or  chairman.  The  largest 
store  has  three  firm  members  on  this  board ;  and  in  one  of  the 
other  two  stores  the  five  members  of  this  managing  board  are 
responsible  to  a  group  of  representatives  of  stockholders,  and 
in  the  other  to  a  board  composed  of  eleven  directors  chosen 


'See  p.  69  in  Chapter  V. 

The  terms  are  sometimes  used  as  though  they  were  interchangeable. 
Technically,  the  directors  who  are  the  agents  of  the  corporation  have  a 
different  legal  status  from  the  managers  who^  are  executive  officers  of  the  store. 


STORE  ORGANIZATION  21 

by  the  common  stockholders,  four  of  whom  are  selected  from 
six  representatives  nominated  by  the  co-operative  society  of 
1  store  employees. 

Variations  in  Groupings  of  Store  Activities 

•  Many  variations  are  found  in  the  groupings  of  store  activi- 
ties assigned  to  the  supervision  of  different  members  of  the 

central  body,  though  each  store  is  provided  with  all  the  serv- 
ices rendered  by  the  differently  distributed  store  employees. 

•  Thus  the  educational  director  serves  under  the  supervision  of 
ihe  sales  manager  in  one  store  and  in  the  department  of  store 
personnel  in  both  the  others ;  the  publicity  department  is  sep- 
arately organized  in  one  case,  and  is  a  section  in  the  sales 
division  or  division  of  merchandise  management  and  adminis- 
tration in  the  others ;  in  one  store  there  is  a  merchandising  de- 
partment responsible  for  buying  which  is  quite  distinct  from 
the  sales  service,  while  in  the  others  there  is  closer  co-opera- 
tion between  the  selling  and  buying  services.  The  departments 
of  one  store  are  apportioned  to  the  five  members  of  the  board 
of  managers  as  follows:  (1)  Financial  or  comptroller,  (2)  Or- 
ganization, (3)  Sales  management,  (4)  Merchandise,  (5)  Base- 
ment store.    In  another  all  activities  connected  with  the  or- 
ganization, training  and  supervision  of  the  force  of  store  work- 
ers are  in  charge  of  a  "Director"  who  is  assisted  by  an 
"Operating  Committee"  and  a  "Personnel  and  Store  Man- 
ager;" another  department  with  sections  for  the  main  and 
basement  stores  provides  merchandise,  and  the  financial  and 
publicity  activities  are  separately  organized.  In  addition  there 
is  the  co-operative  association  of  the  employees  which  is  re- 
sponsible for  varied  welfare  activities  and  some  phases  of 
store  administration.    Confusion  in  interpreting  one  chart  re- 
sults from  the  fact  that  responsibility  for  establishing  the 
relations  of  a  department  to  the  store  organization  or  system 
may  belong  to  one  director  while  another  supervises  its  actual 
operation. 

A  complete  reorganization  under  expert  supervision  has 
taken  place  recently  in  the  third  and  largest  store,  in  which  it 
is  necessary  to  provide  supervision  and  training  for  a  force 
of  over  3,000  employees.  The  store  activities  are  divided  into 


22  TRAINING  FOR  STORE  SERVICE 

two  main  groups :  one,  which  is  designated  "  merchandise  man- 
agement and  administration, '  >  deals  with  the  purchase,  manu- 
facture, advertising  and  sale  of  merchandise,  while  the  main- 
tenance of  the  store  organization  and  personnel,  the  up-keep 
and  operation  of  the  store  plant,  the  administration  of  the 
financial  and  other  offices  are  assigned  to  the  "  non-merchan- 
dise "  division.  The  store  has  a  "Methods  Director "  who 
studies  continually  the  complex  organization  problems  which 
arise  in  its  numerous  departments. 

Common  Tendencies  in  Store  Organization 

While  the  lack  of  standardization  which  is  characteristic 
of  this  stage  of  development  in  the  organization  of  large  mer- 
cantile establishments  is  evident  both  in  the  charts  of  the  three 
large  stores  and  in  reports  of  conditions  in  other  Boston 
stores,  it  is  possible  to  discover  common  tendencies  which 
justify  a  prediction  of  the  forms  of  organization  and  the 
types  of  expert  supervision  which  may  prevail  in  the  future. 

Financial  Division 

There  is  a  general  agreement  on  the  necessity  for  a  financial 
division  in  charge  of  an  expert  comptroller  or  auditor.  Since 
the  survival  of  the  business  depends  on  securing  an  efficient 
administration  of  the  interests  cared  for,  it  is  not  surprising 
that  this  department  received  early  recognition.  When  stores 
emerge  from  the  stage  where  they  are  family  enterprises,  the 
first  trained  assistant  employed  is  usually  a  bookkeeper,  and 
similar  expert  services  are  necessary  at  every  stage  of  the 
later  development  of  a  mercantile  business.  An  exact  knowl- 
edge of  all  expenses  is  necessary  in  order  to  fix  prices ;  suit- 
able allowances  must  be  made  for  profits,  interest,  and  de- 
preciation in  stock  and  plant;  available  capital  must  be  ap- 
portioned to  the  different  branches  of  the  business  in  accord- 
ance with  policies  determined  by  those  who  represent  the  pro- 
prietors or  stockholders.  In  addition  to  the  keeping  of  rec- 
ords, the  making  of  financial  reports,  the  collection  and  pay-' 
ment  of  charge  accounts,  the  apportionment  of  overhead  ex- 
penses to  different  departments  and  the  preparation  of  pay- 
rolls, various  other  duties  are  assigned  to  the  financial  de- 


STORE  ORGANIZATION  23 

partment  in  the  organization  charts;  it  fills  the   statistical 
,  schedules,  calculates  bonuses  and  payments  made  in  profit- 
-sharing systems,  establishes  or  approves  of  all  accounting 
•plans  used  in  the  store,  and  sometimes  takes  charge  of  the 
general  office  force  and  cares  for  miscellaneous  legal  or  cleri- 
cal activities. 

Merchandising,  Problems  of  Organization 

The  three  stores  whose  plans  were  studied  are  not  agreed 
'about  the  best  method  of  organizing  the  store  activities  which 
"are  usually  classed  under  the  general  term  of  " merchandis- 
ing. "  The  services  of  the  two  largest  groups  of  store  em- 
ployees, namely,  those  engaged  in  selling  and  those  who  buy 
and  care  for  the  stock,  must  be  brought  into  effective  co-opera- 
tion. Three  problems  confront  store  managers  when  they 
attempt  to  perfect  the  organization  of  these  important  groups 
of  employees: 

(1)  The  large  numbers  in  the  groups  make  classification  and 
divided  supervision  desirable;  should  the  division  be  made 
along  departmental  or  along  functional  lines? 

*  (2)  Buyers  of  merchandise  must  be  kept  informed  about 
what  the  public  demands  or  accepts  from  sellers ;  what  are  the 
best  methods  of  securing  close  co-operation  between  the  selling 
and  buying  branches  of  the  merchandising  service  1 

+  (3)  Various  subsidiary  groups  care  for  activities  necessary 
to  successful  merchandising;  what  relationship  should  they 
sustain  to  the  main  buying  and  selling  groups  ? 

Organization  Policies 

The  earlier  organization  policy  is  suggested  by  a  recent  ad- 
vertisement of  a  large  clothing  store  in  which  customers  were 
urged  to  avail  themselves  of  the  services  of  63  specialty  shops 

•  housed  under  one  roof.  The  less  developed  stores  are  loose 
.confederations  of  departments  whose  heads  retain  many  of  the 

.  powers  of  the  owners  or  managers  of  small  stores.  They  not 
only  "hire  and  fire"  their  assistants  and  train  new  workers 
but  also  act  as  buyers  for  their  departments,  and,  if  time  re- 
mains from  these  duties,  they  may  serve  at  the  counters.  In 
two  of  the  stores  studied,  buyers  or  assistant  buyers  serve  as 


24  TRAINING  FOR  STORE  SERVICE 

heads  of  the  selling  departments  whose  stocks  they  provide. 
They  are  grouped  under  "merchandisers"  who  organize  the 
buying  activities  of  the  entire  store.  Although  the  depart- 
ments of  the  basements  duplicate  those  of  the  main  stores, 
their  merchandise  is  provided  by  separate  groups  of  buyers 
who  are  expert  bargain  hunters. 

The  third  store,  which  deals  in  ready-made  clothing,  does 
not  maintain  so  close  a  relationship  between  the  buying  and 
selling  forces.  Floor  superintendents  assume  full  charge  of 
the  salespeople.  Although  the  buyers  are  released  from  all 
responsibility  for  supervising  the  selling  of  their  merchandise, 
they  usually  have  served  an  apprenticeship  at  the  counter, 
they  continually  study  the  selling  qualities  of  their  wares,  and 
frequently  assist  in  the  training  of  the  salespeople.  The 
buyers  for  the  main  store  are  grouped  under  11  division  man- 
agers, who  in  turn  are  subject  to  the  supervision  of  the  main 
store  merchandise  manager  and  the  firm  director  of  merchan- 
dise. The  buyers  for  the  basement  store  have  over  them  three 
division  managers  and  the  basement  merchandise  manager. 

Subsidiary  Merchandising  Departments 

Directors  of  merchandise  also  supervise  or  co-operate  with 
various  subsidiary  departments  which  assist  in  the  provision 
and  care  of  goods  and  in  their  sale.  The  most  important  of 
these  are  the  advertising  departments,  the  stockrooms  and  the 
manufacturing  departments.  In  addition  there  are  many 
forms  of  personal  service  which  are  maintained  for  the  con- 
venience of  customers.  Among  other  special  store  activities 
which  may  be  cared  for  in  the  merchandise  division  are  those 
of  the  statistical  offices,  the  maintenance  of  headquarters  for 
buyers  in  other  cities  or  in  foreign  countries,  shopping  bureaus 
which  keep  buyers  in  touch  with  what  is  happening  in  other 
stores,  departments  for  dealing  with  returned  goods,  and 
agencies  for  registering  complaints  and  requests  for  goods 
not  in  stock.  These  latter  activities  may  be  cared  for  by 
service  managers  rather  than  by  merchandisers. 

Advertising  Department 

The  need  of  a  specialized  department  under  expert  super- 
vision for  advertising  the  merchandise  offered  for  sale  is  fully 


STOKE  OBGANIZATION  25 

•recognized  in  all  the  large  stores,  though  there  are  doubts 

•  about  its  place  in  the  organization  scheme.    Should  it  be  at- 
tached to  the  buying  or  selling  service,  or  should  it  come  under 
*the  jurisdiction  of  the  director  of  store  operation?    There  is 
,a  strong  tendency  to  give  it  independent  standing  as  a  sep- 
arate store  department.    The  latest  organization  chart  assigns 
its  "Publicity  Department "  to  the  division  of  "Merchandise 
Management  and  Administration."    Its  activities  are  classi- 
fied as  follows :  advertising  division  including  newspaper,  cir- 
cular and  mail  order  advertising,  and  records  of  publicity 
costs;  the  division  responsible  for  window  and  store  decora- 
tion, and  the  office  which  attends  to  the  preparation  of  mer- 
chandise signs.    The  staff  of  the  director  of  publicity  of  an- 
other Boston  store  includes  the  following  persons:  publicity 
manager,  chief  decorator,  chief  advertiser,  window  decorator 
and  assistants,  sign  shop  foreman  and  assistants,  basement 
store  decorator  and  assistants,  musical  director  and  his  musi- 
cians, advertisers  for  important  lines  of  goods  and  their  as- 
sistants, artists  and  writers,  printing  shop  foreman  and  his 
pressmen  and  compositors,  a  man  in  charge  of  out-of-town 
advertising,  and  numerous  office  assistants  for  the  various 
members  of  the  staff. 

Care  and  Preparation  of  Stock 

-  The  stockrooms  offer  employment  to  many  young  persons 
.  as  all  merchandise  must  be  unpacked  carefully,  compared 

with  invoices,  marked  and  classified  ready  for  placing  on  the 
shelves  where  it  is  stored  until  needed  by  the  salespeople. 
"Department  stores  produce  many  commodities,  and  altera- 
%tion  departments  usually  are  found  in  the  merchandising  di- 
visions of  stores.    A  large  Boston  department  store  having 
'18  manufacturing  departments  has  adopted  the  policy  of  plac- 
ing these  shops  under  the  general  supervision  of  the  mer- 
chandisers who  direct  buyers  handling  similar  goods. 

Personal  Service 

The  many  forms  of  personal  service  to  be  obtained  in  great 
-stores  may  be  regarded  as  merchandise,  although  they  are 
,  supplied  usually  for  the  convenience  of  customers  rather  than 


26  TRAINING  FOR  STORE  SERVICE 

as  means  of  gaining  additional  profits.    Services  of  all  sorts 
may  be  commanded  from  the  manicuring  of  nails  and  shampoo- 
ing of  hair,  to  the  buying  of  theatre  tickets,  making  of  Pull- 
man reservations,  or  even  carrying  of  messages  to  husbands 
waiting  in  automobiles,  out  of  reach  of  the  telephone.    It  is  a- 
common  practice  to  supply  an  assistant  to  guide  and  advise- 
out-of-town  shoppers,  so  that  their  needs  may  be  supplied  in* 
a  prompt  and  satisfactory  manner. 

Store  Operation  or  Store  System 

The  difficulties  of  organizing  the  varied  activities  of  a  great 
store  so  that  its  numerous  employees  can  work  together  in  an 
effective,  harmonious  and  economical  manner  are  so  great  that 
there  is  a  growing  tendency  to  employ  a  staff  of  experts  re-- 
sponsible  for  supervising  and  co-ordinating  all  the  store  activi- 
ties.   The  divisions  under  their  supervision  are  variously  des-. 
ignated  in  the  organization  charts  as  '  *  organization, "  "sys- 
tem," "operation,"  "management,"  or  "service"  divisions  * 
of  the  store.     This  development  in  mercantile  policies  is  of 
such  recent  origin  that  there  is  still  much  confusion  about 
just  what  should  be  assigned  to  these  divisions.    Sometimes 
the  division  of  store  system  serves  as  a  sort  of  catch-all  for 
store  services  which,  logically,  cannot  be  assigned  to  other  di- 
rectors.   The  difficulties  of  securing  a  clearly  denned  organiza-- 
tion  of  this  division  are  increased  by  the  fact  that  it  requires  • 
a  functional  classification  which  is  foreign  to  ways  of  thinking- 
resulting  from  the  historical  developments  of  mercantile  es-* 
tablishments.    Thus  when  viewed  from  the  standpoint  of  the 
goods  to  be  handled,  the  sales  department  should  be  in  charge 
of  the  supervisor  of  merchandising,  but  when  consideration 
is  given  to  the  complicated  relationships  of  the  groups  of  em- 
ployees who  render  the  final  services  of  distribution  to  cus- 
tomers, it  is  evident  that  the  supervision  of  selling  belongs  in 
the  store  system  or  operation  department.    Clear  thinking  and 
close  co-operation  are  necessary  to  avoid  the  irritation  and 
confusion  which  may  result  from  conflicting  orders  being 
given  by  superior  officers  responsible  for  portions  of  the 
supervision  of  the  same  groups  of  employees.     The  depart-  ' 


STORE  ORGANIZATION  27 

•  ments  classified  under  the  store  system  or  store  operation  di- 

•  vision  fall  into  two  groups:    (1)  Those  which  belong  exclu- 
ksively  in  this  division;  and  (2)  those  whose  functioning  in  the 
.general  store  activities  should  be  subject  to  its  supervision^ 
•but  whose  constituency  is  in  need  of  expert  direction  of  an- 

„  other  kind. 

Departments  Belonging  Exclusively  to  the  Store  Operation 

Division 

Among  the  services  which  belong  exclusively  to  the  store 
.operation  division  are  (1)  all  activities  necessary  for  maintain- 
.ing  the  plant  in  a  cleanly,  sanitary  and  efficient  condition; 
.(2)  the  elevator  service  required  by  customers  and  employees ; 

•  (3)  examining,  bundling,  delivery  and  porter  services;   (4) 
.telephone  exchanges  both  within  and  without  the  store;  (5) 
'Store    protection    by   means    of    detectives,    watchmen,    and 
-agencies  for  preventing  and  extinguishing  fires;    (6)    such 
minor  services  as  those  of  the  information,  lost  and  found, 
"transfer,  adjustment,  and  time  keeping  desks  or  offices.    The 
.floor  walker,  floor  manager  or  floor  superintendent  usually 

has  duties  which  entitle  him  to  recognition  as  a  deputy  of  the 
-director  of  store  operation  or  store  system;  it  is  his  business 
to  keep  the  store  activities  in  his  portion  of  the  building  run- 
ning smoothly  and  to  guide  customers  so  that  they  may  readily 
find  the  goods  or  services  which  the  store  wishes  to  sell. 

Departments  whose  Functioning  Relates  them  Closely  to  the 

Store  Operation  Division 

The  purpose  of  the  entire  organization  of  a  retail  store  is 
the  sale  of  its  wares,  hence  all  store  activities  must  be  focused 
about  those  of  the  salespeople.  The  co-ordination  of  store 
departments  for  the  promotion  of  their  success  belongs  to  the 
operation  division;  but  the  care  of  their  merchandise,  the 
policies  about  its  marking  and  sale,  the  qualities  and  uses 
which  may  be  presented  as  selling  points,  are  all  matters  which 
demand  the  expert  supervision  and  knowledge  of  the  mer- 
chandise division.  The  personnel  as  well  as  the  stock  sold 
may  be  provided  and  cared  for  by  other  divisions  of  the  store, 


28  TRAINING  FOR  STORE  SERVICE 

although  its  organization  and  functioning  may  be  regulated 
in  the  store  operation  or  store  system  division.    Devising  of  * 
plans  by  which  all  sections  of  the  store  will  co-operate  in  keep-  * 
ing  records  belongs  to  the  store  operation  division,  while  the  * 
results  of  such  labors  supply  the  fundamental  data  on  which  • 
the  business  of  other  departments  must  be  based.    Thus  the . 
keeping  of  records  by  salespeople  and  cashiers  is  a  part  of  the 
store  system  and  at  the  same  time  supplies  the  data  used  in 
the  financial  division.    Many  employees  must  assist  in  carry- 
ing out  well-organized  plans,  which  will  result  in  the  knowl- 
edge of  the  condition  of  the  stock  demanded  for  good  work  in 
the  merchandising  division.    The  educational  departments  are  * 
listed  consistently  in  the  operation  division,  since  they  are  re-- 
sponsible  for  familiarizing  employees  with  the  entire  system 
of  the  store  and  with  the  duties  expected  of  those  holding 
special  positions.    Even  when  it  is  assumed  that  they  belong 
in  the  merchandising  division,  because  the  chief  functions  of 
educational  activities  are  the  promotion  of  knowledge  of  the 
stock  and  of  effective  salesmanship,  it  is  recognized  that  the 
person  charged  with  training  junior  employees  belongs  in  the 
operation  or  organization  division  of  store  administration. 

Personnel  Division 

Two  of  the  three  stores  whose  organization  was  studied  in- 
tensively maintain  separate  personnel  departments.     There  " 
is  a  logical  consistency  in  separating  many  of  the  activities- 
connected  with  the  employment  and  education  of  the  store 
force  from  those  of  the  store  system  or  operation.    Just  as  the  • 
merchandise  division  provides  and  cares  for  commodities  sub- 
ject to  the  sales  activities,  so  the  personnel  division  provides 
and  trains  the  working  force  of  the  store.    As  already  sug-  • 
gested  the  distinction  drawn  is  one  where  a  difference  is  rec- " 
ognized  between  the  functioning  of  the  store  organization  and  * 
the  constituency  of  the  working  force  and  of  the  commodities  ^ 
handled.    Parallel  distinctions  can  be  made  in  an  industrial 
plant  where  the  problems  of  providing  raw  materials  and  a 
labor  force  differ  from  those  of  organizing  and  supervising  the    . 
processes  of  manufacturing. 


STORE  ORGANIZATION  29 

Work  of  the  Personnel  Division 

A  study  of  the  activities  listed  in  the  personnel  division 
.  shows  that  it  renders  four  important  services:    (1)  It  selects 
and  engages  new  employees.    (2)  It  estimates  the  vocational 
.abilities  and  service  values  of  the  store  staff,  so  that  transfers, 
.promotions,  profit  sharing  awards  and  bonuses  may  be  dis- 
tributed intelligently  and  justly.    (3)  It  conducts  educational 
•work  adapted  to  the  needs  of  the  store  force.    (4)  It  cares  for 
'various  welfare  activities  designed  to  promote  the  loyalty, 
'  contentment  and  physical  well-being  of  the  employees. 

Opportunities  for  Promotion  Revealed  by  Organization  Plans 
The  exceptional  opportunities  for  promotion  in  retail  selling 
establishments  are  evident  from  the  foregoing  summary  of  the 
chief  features  in  the  organization  of  three  large  Boston  stores. 
While,  as  already  suggested,  the  Mercantile  like  the  Industrial 
Revolution  has  been  characterized  by  great  establishments 
and  large  working  forces  which  make  possible  division  of  labor 
and  many  tasks  suitable  for  young  and  inexperienced  workers, 
there  are  very  different  ratios  between  the  skilled  and  un- 

-  skilled  workers  of  factories  and  stores.    The  tasks  of  factory 
•pperatives  are  more  mechanical  and  require  less  supervision, 

since  expansion  in  business  results  in  the  multiplication  of 
units  of  machinery  which  do  similar  work.  On  the  other  hand, 

-each  department  of  a  store  has  peculiar  problems :  stocks  must 
be  carefully  selected  and  protected  from  depreciation,  and 
salespeople  must  learn  to  present  the  wares  to  customers  with 

vvaried  tastes  and  purchasing  capacities.    Success  under  such 

•  conditions  requires  a  much  larger  force  of  intelligent  super- 
» visors  than  would  be  necessary  in  an  industrial  establishment 
-with  a  working  force  equal  to  that  of  the  stores.    A  summary 

*  of  the  more  responsible  and  better  paid  positions  found  in  the 
^three  stores  whose  plans  of  organization  have  been  described 
will  show  the  exceptional  opportunities  for  promotion  which 
confront  intelligent  and  ambitious  young  workers.   The  selling 
•departments  of  the  three  stores  number  81,  104  and  192  re- 
'spectively.    Each  of  these  departments  requires  one  to  three 
•superior  officers ;  heads  of  stock3  or  head  salespeople  care  for 


'Buyers  in  charge  of  several  small  departments  supervise  the  heads  of 
stock  and  assistant  buyers. 


30  TRAINING  FOE  STORE  SERVICE 

very  small  selling  departments;  when  somewhat  larger,  as- 
sistant buyers  are  added,  and  when  the  departments  do  a  large 
amount  of  business  both  buyers  and  their  assistants  are  re-' 
quired  to  provide  merchandise.  The  successful  salesperson 
may  look  forward  to  promotion  to  these  positions  or  may  per- 
mit a  soaring  ambition  to  aim  at  becoming  one  of  a  board  of 
merchandisers  who  supervise  groups  of  store  buyers. 

The  many  subsidiary  departments  of  large  stores  are  in^ 
charge  of  minor  officers  promoted  from  the  ranks:  thus  there' 
are  chief  telephone  operators,  supervisors  of  elevator  at- 
tendants, directors  of  the  delivery  service,  matrons  in  charge 
of  cleaners,  heads  of  cashiers,  persons  who  attend  to  all  cash 
register  supervision  and  instruction,  chiefs  of  the  office  force, 
managers  of  restaurants,  stewards,  head  waiters  and  numer- 
ous other  minor  officials.  In  a  well  managed  store,  all  such 
positions  are  filled  by  the  promotion  of  persons  whose  ex- 
perience, loyalty  and  intelligence  fit  them  to  supervise  and 
train  workers  rendering  these  varied  services. 

Store  employees  of  exceptional  administrative  capacity  may 
look  forward  to  passing  from  aisle  walker  or  superintendent 
to  floor  manager,  and  then  may  be  director  of  the  main  or  base- 
ment store,  and,  if  exceptionally  gifted,  may  command  a  salary 
of  $5,000  to  $50,000  in  an  important  position  as  director  of  a 
store  division  or  general  manager.  The  office  worker  who  has 
availed  himself  of  opportunities  to  profit  by  college  courses 
in  statistics,  economics  and  accounting  may  look  forward  to 
filling  one  of  the  well-paid  positions  of  expert  accountant  or 
statistician  which  are  common  in  the  central  offices  of  great 
mercantile  enterprises.  If  he  is  exceptionally  gifted  he  may 
hope  to  assume  the  greater  responsibilities  of  directing  the 
financial  division  of  a  store. 

Promotion  Assisted  by  Employment  and  Educational  Depart- 
ments 

The  young  persons  whose  vocational  interests  prompt  them 
to  select  forms  of  store  service  as  life  careers  should  seek  posi- 
tions in  stores  having  well-organized  employment  and  educa-' 
tional  departments.  Otherwise  they  may  find  themselves  in 
blind  alley  jobs  without  opportunities  to  perfect  themselves  in 


STORE  ORGANIZATION  31 

their  calling  or  assurance  that  faithful  and  intelligent  services 
will  be  recognized  and  suitably  rewarded.    The  Boston  stores 
.whose  organizations  have  been  described  have  definite  policies 
•of  instruction  and  promotion  which  are  gradually  developing 
an  intelligent  and  stable  working  force.    In  the  future  excep- 
tionally gifted  bundler  girls  or  delivery  boys  may  find  an 
open  road  to  the  most  responsible  and  highly  paid  positions. 


CHAPTEB  III 

PERSONAL   AND   EDUCATIONAL   QUALIFICATIONS 
OF  JUVENILE  STORE  EMPLOYEES 

Introduction 

A  thorough  knowledge  of  the  personal  and  educational  quali- 
fications of  juvenile  store  workers  must  precede  the  develop- 
ment of  sound  plans  for  their  vocational  guidance  and  train- 
ing. Caution  in  presenting  general  statements  of  such  char- 
acteristics is  necessary  since  the  activities  of  a  great  store 
make  possible  the  utilization  of  persons  whose  talents  vary 
from  those  of  the  $10,000  general  manager  to  the  good-natured 
moron  who  was  found  collecting  bundles  in  a  wheeled  basket 
which  he  pushed  up  and  down  the  store  aisles.  However,  data 
obtained  in  the  course  of  this  investigation  reveal  a  large 
measure  of  uniformity  in  the  main  body  of  young  store  em- 
ployees. A  general  summary  of  the  important  personal  and 
educational  characteristics  of  this  large  group  will  be  followed 
by  a  more  detailed  discussion  of  variations  in  the  requirements 
of  different  store  occupations. 

Sex  Distribution 

The  division  between  the  sexes  of  the  activities  which  sup- 
ply human  needs  is  resulting  in  an  increasing  tendency  to  as- 
sume that  the  distribution  of  commodities  to  the  persons  who 
will  put  them  to  their  final  uses  is  primarily  an  undertaking 
suitable  for  women.  They  do  the  larger  part  of  the  buying  and 
are  rapidly  developing  equally  important  responsibilities  in 
selling.  An  even  8001  of  our  thousand  juvenile  store  workers 
were  females ;  this  ratio  of  4  to  1  held  true  in  each  of  the  three2 
types  of  stores  studied.  While  women  predominate  in  the 


'Our  cases  were  taken  in  the  order  in  which  they  were  filed  in  the  records 
of  the  Boston  Vocational  Guidance  Bureau  and  in  schedules  collected  m  a 
previous  investigation  of  the  Research  Department.  By  chance  the  result  was 
this  exact  division  in  a  ratio  of  4  to  1  between  the  sexes. 

'Proportion  of  females  was  as  follows:  department  stores,  79.0;  clothing,. 
80.5;  dry  goods,  82.7. 

32 


EDUCATIONAL  QUALIFICATIONS  33 

central  body  of  store  employees,  men  are  chosen  for  the  two 
extremes  as  they  usually  hold  the  important  supervisory  posi- 
tions and  also  perform  the  rough,  unskilled  work. 

Social  Status  of  Store  Workers 

American  reluctance  to  recognize  class  distinctions  has  re- 
sulted in  a  tendency  to  ignore  the  difficulties  of  vocational 
guidance  which  result  from  social  prejudices  against  store 
work,  particularly  against  service  behind  the  counter.  Two 
typical  cases  will  illustrate  a  common  point  of  view  which  pre- 
vents many  sound  vocational  adjustments : 

An  attractive  young  woman  with  agreeable  manners  but  no 
great  mental  endowment  came  to  the  Boston  Vocational  Guid- 
ance Bureau  for  assistance  in  finding  a  position.  She  had 
taken  the  high  school  salesmanship  course  and  found  the  prac- 
tice work  agreeable.  A  position  as  saleswoman  in  a  large  de- 
partment store  was  found  for  her,  and  reports  from  her  su- 
perior officers  proved  that  she  was  well  adapted  to  the  work, 
but  she  returned  in  a  few  weeks  with  the  demand  that  she  be 
given  another  position.  Her  earlier  satisfaction  with  a  job 
well-adapted  to  her  capacities  had  been  destroyed  by  a  former 
public  school  teacher  who  had  met  her  with  the  exclamation, 
"What,  you  a  saleswoman!  Why,  I  should  think  you  would 
be  fitted  for  something  better  than  this ! ' ' 

The  second  case  is  that  of  a  pretty  young  woman  who  had 
served  as  a  minor  cashier  in  a  large  department  store  for  six 
years.  The  educational  director  of  the  store  urged  that  she 
prepare  herself  for  selling,  as  no  further  progress  was  possible 
in  the  position  which  she  held.  The  girl  was  ashamed  of  her 
vocation  and  determined  to  take  no  work  which  would  bring 
her  before  the  public.  Her  request  for  service  in  a  telephone 
exchange  was  granted,  but  she  failed  to  give  satisfaction. 
Finally,  her  prejudices  against  service  behind  the  counter  were 
overcome  and  she  found  both  pleasure  and  success  in  selling  a 
line  of  goods  for  which  she  seemed  exceptionally  well  adapted. 

Overcoming  Prejudices  Against  Store  Work 

A  social  stigma  is  an  intangible  but  powerful  influence,  as 
it  arouses  a  deep-seated,  instinctive  desire  to  avoid  the  loss 


34  TRAINING  FOE  STORE  SERVICE 

of  the  respect  of  associates.  It  will  require  years  of  vocational 
and  educational  readjustment  to  overcome  completely  the 
prejudices  against  store  service.  Two  new  tendencies  in  store 
administration  are  hastening  this  development  in  Boston : 

(1)  There  has  been  a  lessening  of  the  humiliation  due  to 
compulsory  association  with  fellow  workers  of  low  personal 
standards.    The  store  giving  the  greatest  attention  to  prob- 
lems of  organization  and  training  refuses  to  employ  anyone 
who  has  less  than  a  secondary  school  education,  and  such  an 
example  is  sure  to  influence  the  standards  of  other  employers. 
Co-operation  with  the  salesmanship  classes  conducted  by  the 
public  high  schools  and  by  Simmons  College3  has  brought 
many  student  workers  into  the  stores.    No  doubt  their  pres- 
ence has  assisted  in  raising  social  standards  and  reassuring 
regular  workers  who  are  learning  greater  respect  for  their 
calling. 

(2)  Education  for  store  employment  is  the  strongest  force 
for  overcoming  social  prejudices,  as  it  is  assisting  both  the 
public  and  the  employees  to  regard  such  work  as  a  skilled 
trade  or  even  as  a  profession.    The  introduction  of  training 
and  research  in  salesmanship  in  several  colleges  will  do  much 
to  justify  claims  for  the  latter  standing.    The  activities  of  the 
educational  departments  of  the  large  Boston  stores  do  not  end 
with  the  promotion  of  this  finer  attitude  towards  the  job,  but 
devote  much  attention  to  improving  social  relations  and  to 
securing  opportunities   for   advancement  for   all  ambitious 
members  of  the  store  force,  thus  the  social  outlook  of  the  store 
employees  is  improved  and  respect  for  persons  in  less  skilled 
store  occupations  is  promoted  by  the  realization  that  they  may 
be  on  the  way  to  positions  of  greater  importance. 

Discourtesy  of  Store  Officials  a  Source  of  Prejudice 

The  older  types  of  floor  superintendents  and  buyers,  ac- 
customed to  dealing  with  a  class  of  women  who  do  not  resent 
rude  manners,  sometimes  keep  alive  the  prejudices  against 


'Originally  this  school  for  store  workers  was  conducted  by  the  Women's 
Educational  and  Industrial  Union,  with  Mrs.  Lucinda  W.  Prince  serving  as 
Director.  Recently  it  has  been  organized  under  the  title  of  Prince  School  of 
Education  for  Store  Service. 


EDUCATIONAL  QUALIFICATIONS  35 

service  in  stores.  Women  of  refinement  will  not  accept  em- 
ployment which  subjects  them  to  rough  treatment.  The  feel- 
ing of  high  school  girls  that  their  social  standing  is  better  in 
offices  is  explained  by  the  superior  associates  and  more  courte- 
ous supervision  commonly  found  in  office  positions.  The  Bos- 
ton Vocational  Guidance  officials  report  cases  where  high 
school  graduates  have  abandoned  store  work  because  of  the 
offensive  manners  of  their  superior  officers.  Gossip  about  such 
experiences  spreads  rapidly  among  groups  of  young  persons 
and  a  few  unpleasant  incidents  may  assist  in  keeping  alive  and 
justifying  the  feeling  that  service  in  stores  is  suitable  only  for 
persons  with  low  social  standards. 

Higher  Types  of  Workers  Attracted  by  Newer  Store  Policies 
The  activities  of  personnel  directors,  employment  managers, 
educational  directors  and  welfare  secretaries  create  a  demand 
for  and  also  make  possible  the  retaining  in  store  service  of  a 
much  higher  type  of  worker  than  has  been  common  in  the 
past.  The  policy  of  filling  important  positions  by  the  promo- 
tion of  faithful  and  ambitious  subordinates  leads  to  greater 
care  in  the  selection  of  these  understudies  of  store  executives. 
The  thorough  training  given  in  store  classes  overcomes  de- 
fects of  early  education  and  stimulates  efforts  at  self -improve- 
ment. Attractive  recreational  opportunities  supplied  by  the 
co-operation  of  store  officials  and  organizations  of  employees 
leave  no  opportunities  for  a  consciousness  of  social  ostracism. 
National  and  local  organizations  of  retail  merchants  are 
availing  themselves  of  the  opportunities  afforded  by  the 
Smith-Hughes  Act  to  enlist  Federal  and  State  support  for  the 
teaching  of  store  occupations  in  secondary  and  continuation 
school  classes.4  No  doubt  in  other  cities  as  in  New  York  it  will 
be  found  necessary  to  conduct  systematic  educational  cam- 
paigns in  order  to  induce  the  better  types  of  young  persons  to 
enter  these  classes.  This  could  be  done  by  sending  to  the 
schools  speakers  who  could  present  in  an  attractive  way  the 


*The  Federal  Board  for  Vocational  Education  maintains  a  field  agent 
who  is  increasing  rapidly  the  number  of  cities  offering  such  training.  She 
reported  recently  16  cities  where  efforts  were  being  made  to  promote  educa- 
tion for  store  service. 


36  TEAINING  FOB  STORE  SERVICE 

opportunities  in  store  service  for  promotion  to  responsible  and 
well-paid  positions.  Appeals  should  be  made  also  to  more 
unselfish  motives  by  helping  the  young  people  to  realize  that 
retail  stores  render  important  services  to  the  community. 
With  the  growth  of  vocational  guidance  activities,  such  op- 
portunities to  present  their  claims  will  be  open  to  all  em- 
ployers, so  that  we  may  look  for  wholesome  competition  in  the 
effort  to  enlist  the  most  gifted  young  people  of  the  community. 

Educational  Qualifications  of  Juvenile  Store  Employees 

Only  50  out  of  one  thousand  18  to  21  year  old  illiterates5 
certificated  at  the  Boston  office  had  been  promised  positions  in 
stores,  and  but  9  per  cent  of  the  thousand  juvenile  store  em- 
ployees 14  to  21  years  old  had  failed  to  reach  the  eighth  grade 
of  the  elementary  schools.  Three  out  of  five  of  the  latter 
group  of  young  store  workers  had  received  secondary  school 
training  and  two  out  of  five  had  spent  more  than  two  years  in 
secondary  schools.  It  is  evident  that  mercantile  establish- 
ments have  but  few  positions  suitable  for  persons  who  have 
received  a  limited  education. 

Yet  a  surprisingly  small  proportion  of  the  young  persons 
who  entered  the  stores  handicapped  by  a  defective  education 
made  use  of  opportunities  to  obtain  additional  schooling.  Only 
95  of  the  thousand  14  to  21  year  old  group  reported  courses  in 
business  colleges  or  evening  schools.  Seven  girls  and  2  boys 
had  taken  work  in  elementary  evening  schools ;  68  others  at- 
tended secondary  classes  in  night  schools ;  1  girl  and  3  boys 
had  taken  evening  school  work  after  graduation  from  high 
school ;  9  girls  and  5  boys  recorded  business-college  or  trade- 
school  courses. 

The  larger  Boston  stores  are  bringing  educational  oppor- 
tunities to  their  employees.  Classes  are  held  during  working 
hours  and  attendance  is  a  part  of  the  store  service.  Thus  op- 
portunities for  improvement  are  held  continually  before  all 
employees.  In  a  well-organized  store  the  disposition  to  profit 
by  such  training  is  stimulated  by  a  knowledge  that  the  better 
store  positions  are  filled  by  promotion  from  the  ranks,  and 


"With  education  less  than  that  required  for  the  completion  of  the  fourth 
elementary  school  grade. 


EDUCATIONAL  QUALIFICATIONS  37 

by  the  publicity  given  in  the  store  newspaper  and  in  meetings 
of  |  employees.  Thus  even  the  less  energetic  and  ambitious 
young  persons  who  often  drift  into  store  positions  are  stim- 
ulated to  efforts  to  become  expert  salespeople  or  capable  store 
executives. 

Variations  between  Stores  in  Educational  Qualifications 

Differences  between  the  three  types  of  stores  were  found  in 
the  proportions  of  the  juvenile  employees  who  had  received 
secondary  school  training;  83  per  cent  of  the  juvenile  em- 
ployees of  the  ft&thing  stores,  60  per  cent  of  those  working  in 
department  stores,  and  40  per  cent  of  those  holding  positions 
in  dry  goods  stores  had  attended  secondary  schools.  These 
variations  were  due  largely  to  two  factors :  (1)  Differences  in 
the  value  of  the  merchandise  handled,  and  (2)  the  retaining  in 
some  stores  of  earlier  organization  plans  which  made  exten- 
sive use  of  juvenile  messengers  and  bundlers.  The  influence 
of  the  latter  tendency  is  evident  from  the  fact  that  the  propor- 
tion of  the  juvenile  employees  utilized  in  these  "  blind  alley " 
occupations  in  the  three  types  of  stores  were,  clothing  5.2  per 
cent,  department  25.9  per  cent  and  dry  goods  41.4  per  cent. 
The  sooner  the  dry  goods  firms  abandon  these  earlier  organi- 
zation policies  the  better  it  will  be  for  their  juvenile  em- 
ployees.6 

Why  Clothing  Stores  Demand  More  Education 

The  insistence  of  the  largest  clothing  store  in  Boston  that 
new  employees  must  be  high  school  graduates  is  responsible 
largely  for  the  fine  educational  showing  of  this  type  of  store. 
It  is  true  also  that  there  is  a  general  tendency  to  use  sales- 
people of  superior  intelligence  and  training  in  selling  ready- 
made  clothing.  Higher  values  are  involved  in  such  sales,  and 
skill  is  required  for  assisting  customers  in  selecting  suitable 
garments.  Only  a  small  portion  of  the  stock  is  composed  of 
goods  which  sell  themselves,  and  many  kinds  of  ready-made 


The  handling  and  cutting  of  yard  goods  is  usually  entrusted  to  em- 
ployees of  experience  and  maturity.  Dry  goods  stores  have  fewer  commodi- 
ties which  can  be  sold  by  young  employees  than  are  found  in  the  department 
stores,  hence  a  smaller  proportion  of  their  juveniles  engage  in  the  better 
occupations.  Tardiness  in  the  development  of  store  organization  may  be  a 
local  or  accidental  cause  of  these  variations. 


38  TEAINING  FOE  STORE  SERVICE 

clothing  are  capable  of  rapid  deterioration  in  commercial 
value.  The  larger  Boston  clothing  stores  have  eliminated  the 
young  employees  of  messenger  grade  by  decentralizing  their 
cash  systems,  and  the  smaller  ones  make  little  use  of  juveniles 
because  they  employ  but  few  persons  who  are  not  engaged  in 
selling. 

Variations  in  Educational  Requirements  with  Size  of  Stores 

and  Quality  of  Goods 

Variations  in  the  educational  requirements  for  juvenile  em- 
ployees with  the  size  of  the  stores  and  quality  of  the  goods 
handled  were  slight  and  somewhat  inconsistent.  The  smaller 
dry  goods  stores  showed  better  education  than  the  larger  and 
the  reverse  was  true  in  the  clothing  and  department  stores,  so 
these  differences  probably  are  due  to  store  policies  rather  than 
to  inherent  differences  in  the  requirements  of  various  types  of 
store  service.  Obviously,  stores  seeking  the  patronage  of 
persons  who  are  willing  to  pay  well  for  superior  grades  of 
goods  and  intelligent  service,  must  employ  salespeople  of  bet- 
ter education  than  those  endeavoring  to  attract  customers  by 
the  cheapness  of  their  wares.  The  extensive  development  of 
basement  departments  in  high-class  stores  conceals  these  vari- 
ations, but  when  young  persons  are  grouped  by  places  of  em- 
ployment our  records  of  the  education  of  juvenile  employees 
show  differences  of  10  per  cent  between  the  two  types  of  stores 
in  the  numbers  who  had  received  some  secondary  education. 

Personal  Traits  Commended  by  Store  Officials 

The  use  of  psychological  tests  for  measuring  ability  has  not 
been  attempted  in  Boston  stores.  Personal  judgments  of  store 
officials,  records  of  sales  and  of  attendance,  and  ratings  in 
educational  classes  are  depended  upon  to  guide  the  personnel 
or  employment  managers  in  recommending  promotions  or  in- 
creases of  pay.  We  were  permitted  the  use  of  a  large  collec- 
tion of  the  confidential  reports  of  store  officials  telling  of  the 
personal  characteristics  and  estimating  the  value  of  the  serv- 
ices of  their  subordinates.  The  general  manager  of  one  store 
warned  us  of  the  danger  of  giving  undue  weight  to  these 
"rule-of -thumb"  judgments  of  store  officials.  He  pointed  out 


EDUCATIONAL  QUALIFICATIONS  39 

the  extent  to  which  such  estimates  are  subject  to  bias  because 
of  temperamental  differences,  and  suggested  that  circum- 
stances easily  might  arise  which  would  give  the  floor  super- 
intendent of  a  department  the  impression  that  an  exception- 
ally efficient  salesperson  had  unusual  capacity  for  causing 
annoying  difficulties.  Granting  the  validity  of  these  criticisms, 
the  fact  remains  that  such  reports  from  supervisors  have  de- 
termined the  promotion  of  store  employees  in  the  past  and  are 
likely  to  continue  to  do  so  for  some  time  to  come,  so  that  a 
knowledge  of  what  the  average  official  commends  or  condemns 
is  of  great  practical  value  for  young  store  workers. 

Personal  Traits  which  Annoy  Store  Officials 

III  Health.  Quite  naturally  store  officials  are  unfavorably 
impressed  by  subordinates  who  cause  them  extra  work  or 
annoyance.  Absence  because  of  sickness  leaves  a  selling  de- 
partment short  handed  or  delays  important  office  work.  The 
uniformity  with  which  good  health  was  commended  proves  it 
to  be  one  of  the  first  qualifications  sought  by  store  officials. 
Women  employees  are  greatly  handicapped  by  their  careless 
disregard  of  personal  hygiene,  as  nearly  one-third  of  their  ab- 
sences are  due  to  ill  health.7  The  extra  work  and  annoyance 
caused  by  their  irregularity  prevents  sympathy  with  their 
weakness. 

A  woman  with  a  record  showing  much  irregularity  because 
of  illness  cannot  hope  for  promotion  to  a  responsible  posi- 
tion. Thus  a  faithful  employee  is  praised  for  her  tact,  for  her 
command  of  the  details  of  five  or  six  departments,  and  for  her 
pleasing  manner  of  handling  customers ;  but  she  has  no  future 
because  "her  lack  of  physical  strength  will  keep  her  from  mak- 
ing a  good  floor  superintendent.  "8 

The  Department  Scrapper.  A  quarrelsome  person  cannot 
hope  for  a  favorable  report  from  the  official  in  charge  of  her 
section  of  the  store.  Here  is  the  comment  on  a  capable  sales- 
woman with  such  contentious  tendencies:  " is  the  de- 


TUnemployment  among  Women  in  Department  and  Other  Retail  Stores  in 
Boston,  Bui.  U.  S.  Bureau  of  Labor  Statistics,  Whole  No.  182,  p.  20. 

The  forms  of  sickness  common  in  Boston  stores  maintaining  clinics  are 
given  in  Appendix  I,  Table  5. 


40  TRAINING  FOE  STORE  SERVICE 

partment  scrapper !  When  she  is  busy,  all  right,  but  when  the 
department  is  slack,  looking  for  trouble !  Does  not  mind  her 
own  business !  Bad  temper ! ' '  The  expressions,  ' '  Easy  to  get 
along  with,"  "well-liked  by  other  workers  in  the  office,"  recur 
continually  in  the  commendatory  reports  of  store  employees. 
But  ability  to  win  the  active  affection  of  fellow  workers  is  not 
indispensable  for  success,  as  both  the  man  whom  everyone 
liked  and  the  woman  who  had  no  close  friends  were  recom- 
mended as  potential  executives. 

Disagreements  with  Customers.  Disputes  with  customers 
cause  losses  to  the  store  and  annoyance  to  its  officials.  In- 
struction books  of  Boston  stores  forbid  all  arguments  between 
customers  and  salespeople,  and  direct  that  floor  superintend- 
ents be  called  promptly  to  settle  disagreements.  The  frequent 
need  of  such  assistance  reflects  on  the  ability  of  the  store 
employee,  and  results  in  reports  of  "lack  of  tact,"  "rubs 
customers  the  wrong  way,"  "irritating  manners." 

Personal  Appearance  Desired  in  Store  Employees 

The  instruction  books  of  the  large  Boston  stores  prescribe 
the  costumes  required  of  all  employees  who  come  in  contact 
with  customers.  From  November  to  April  the  women  are  ex- 
pected to  wear  dark  blue  or  black  dresses ;  but  during  the  sum- 
mer they  may  wear  white  blouses  with  dark  skirts.  Some 
stores  request  women  employees  to  avoid  transparent  blouses, 
and  practically  all  forbid  gum  chewing  and  eating  during 
business  hours.  Men  employees  are  warned  against  wearing 
conspicuous  clothing  and  are  urged  to  give  scrupulous  care  to 
the  cleanliness  of  their  linen  and  the  shine  on  their  shoes. 

These  instructions  reflect  the  psychological  effect  sought  by 
the  managers  of  well-organized,  mercantile  establishments. 
They  wish  to  create  a  smoothly-running,  harmonious  whole, 
and  desire  employees  who  have  a  well  developed  social  point 
of  view  which  will  make  it  possible  for  them  to  merge  their 
personalities  in  a  co-operative  service  of  the  public.  There 
are  sound  sociological  reasons  for  urging  that  all  business 
women  should  cultivate  a  pleasing  but  not  particularly  striking 
personal  appearance.  Such  regulations  as  have  been  quoted 
are  justifiable  since  fastidious  customers  should  not  be  offend- 


EDUCATIONAL  QUALIFICATIONS  41 

ed  by  the  lack  of  neatness  or  cleanliness  of  store  employees 
with  whom  they  must  deal.  A  conspicuous  or  eccentric  ap- 
pearance in  members  of  its  personnel  destroys  the  harmonious 
effect  of  the  store  service,  and  tends  to  focus  attention  on  the 
salespeople  rather  than  on  the  goods  which  the  store  wishes 
sold.  Boisterous  manners  and  loud  talking  are  forbidden  for 
the  same  reasons.  Such  regulations  should  be  acceptable  to 
store  employees,  since  they  merely  enforce  the  standards  of 
personal  appearance  and  conduct  which  are  generally  adopted 
by  well-bred  persons. 

Physical  Characteristics  Desired  for  Store  Executives 

The  reports  of  store  officials  indicate  that  a  frail  or  in- 
significant looking  physique  is  a  handicap  which  would  bar  a 
person  from  promotion  to  most  of  the  important  supervisory 
positions.  The  claim  that  "a  person  whose  physique  leads 
customers  to  an  instinctive  recognition  of  leadership  should  be 
selected  for  the  head  of  a  department "  has  a  superficial  valid- 
ity. However,  reports  on  persons  recommended  as  potential 
executives  show  occasional,  instinctive  recognition  of  the 
subtler  personal  forces  which  confer  the  right  of  leadership, 
as,  for  example,  the  comments  on  the  exceptional  success  of 
the  daughter  of  a  university  professor  who  enlisted  in  store 
service:  "She  looks  frail  and  dresses  sensibly  and  plainly, 
but  has  a  pleasing  personality  and  gracious  manners.  Cus- 
tomers seem  to  pick  her  out  as  an  authority  and  come  directly 
to  her.  She  has  possibilities  as  a  floor  superintendent. ' ' 

That  capacity  for  leadership  was  recognized  to  be  a  matter 
of  personal  character  rather  than  of  a  college  education  or 
intellectual  attainments  is  evident  from  the  comments  on  an- 
other college  graduate:  "Bright  young  woman  of  educated 
family  *  *  *  Plenty  of  brains  but  not  much  common  sense. 
Executive  ability  absolutely  lacking.  Memory  of  details  very 
poor.  Not  good  on  present  job  (clerical).  Might  do  better 
selling.  Has  not  enough  common  sense  for  any  executive 
position.  Eather  the  *  spoiled  child '  type.  Very  conscientious 
and  studiously  agreeable,  but  essentially  weak.  *  *  Has 
mastery  of  several  foreign  languages.  Is  a  good  deal  of  a 
student,  but  lacks  commercial  and  business  instinct. " 


42  TEAINING  FOE  STORE  SERVICE 

Varied  Talents  May  be  Utilized  in  Stores 

While  the  main  body  of  store  employees  must  possess  the 
characteristics  which  will  enable  them  to  deal  successfully  with 
people,  the  complexity  and  variety  of  the  activities  of  a  great 
store  make  it  possible  for  an  ingenious  educational  director  to 
find  suitable  employment  for  persons  of  varied  talents.  Good 
health,  intelligence,  industry,  eagerness  to  be  of  service  and 
ability  to  work  harmoniously  with  associates  are  the  personal 
qualifications  sought  by  officials  in  charge  of  many  forms  of 
store  service.9  Such  traits  are  common  characteristics  of  de- 
sirable workers  in  both  mercantile  and  industrial  establish- 
ments, but  more  specialized  qualifications  are  necessary  for 
exceptional  success  in  particular  store  occupations.  These 
will  be  discussed  in  the  following  chapter  dealing  with  the 
occupational  distribution  of  juvenile  store  employees. 


The  policy  adopted   in   the   employment   department  of  the 


department  store  is  an  example  of  a  systematic  effort  to  base  promotion  on  the 
development  of  desirable  personal  characteristics.  A  printed  slip  is  sent  to 
each  division  superintendent  who  rates  each  employee  on  five  points :  per- 
sonal appearance,  courtesy,  industry  and  general  estimate.  In  case  of  an 
unfavorable  report  from  a  division  superintendent  the  salesperson  is  in- 
terviewed. The  employment  department  considers  a  request  for  deserved  pro- 
motion a  slap  in  the  face.  Salary  inspections  and  promotions  take  place  twice 
a  year. 

Elaborate  "Personnel  Cards"  are  kept  in  another  store.  These  show 
regularity  of  attendance,  sales  records,  changes  of  salary  and  errors  or  ex- 
ceptionally good  services.  See  Women's  Wear,  April  1,  1920,  p.  20. 


CHAPTEE   IV 

OCCUPATIONAL    DISTRIBUTION    OF    YOUNG    PER- 
SONS EMPLOYED  IN  BOSTON  RETAIL  DEPART- 
MENT, DRY  GOODS  AND  CLOTHING  STORES, 
AND  THE  QUALIFICATIONS  DESIRED  IN 
PERSONS  ENGAGED  IN  THE  CHIEF 
STORE  OCCUPATIONS 

Introduction 

There  are  but  few  forms  of  store  service  in  which  young 
persons  cannot  be  utilized,  but  the  variations  in  the  numbers 
employed  in  different  occupations  are  great,  since  they  are 
influenced  not  only  by  the  nature  of  the  services  rendered  but 
also  by  the  types  of  stores,  the  wares  sold,  and  the  sexes,  ages 
and  education  of  the  young  workers.  The  chief  store  activities 
in  which  juveniles  are  employed  and  their  relative  importance 
are  shown  in  the  accompanying  graph,  which  gives  the  dis- 
tribution in  the  eight  most  important  occupations  of  young 
persons  in  a  group  of  one  thousand  14-to-21-year-old  store 
employees. 

It  is  generally  assumed  that  education  for  store  positions 
should  deal  chiefly  with  training  in  salesmanship.  While  this 
is  the  most  important  store  occupation  both  because  of  the 
number  employed  and  because  of  the  opportunities  for  promo- 
tion, it  is  well  to  note  that  only  20  per  cent  of  the  thousand 
young  persons  of  the  sample  studied  were  engaged  in  selling. 
Present  vocational  education  plans  include  also  training  for 
clerical  work,  but  here  again  we  find  that  only  20  per  cent  of 
the  juvenile  store  employees  served  as  clericals.1  A  little  less 
than  40  per  cent  of  the  young  store  workers  were  engaged  in 
the  two  most  important  occupations;  the  remaining  60  per 


JThe  occupations  included  in  the  clerical  group  are  clericals,  15.4;  book- 
keepers, 1.1;  auditors,  1.9;  receiving  clerks,  .4;  total  18.8  per  cent  Bookers 
in  the  delivery  department,  .7,  and  markers  in  the  stockrooms,  1.5,  do  clerical 
work  and  other  miscellaneous  duties.  Salespeople  constitute  19.6  per  cent  of  the 
1,000  juveniles. 

43 


44 


TRAINING  FOE  STORE  SERVICE 


CHART   I 

DISTRIBUTION  BY  IMPORTANT  OCCUPATIONS  OF  MALE  AND  FEMALE  JUVENILE  EMPLOYEES  IN  BOSTON 
DERMITMENT ,  DRY  GOODS  AND  CLOTHING  STORES 

(Selected  from  occupational  groups  of  1000  juvenile  workers) 
Total1  Females  Males 


Salespersons  .... 

196 

16  2. 

34 

168* 

158 

30 

Car*  of  Stock.,... 

125 

62 

4» 

119 

107 

12 

Floor,  errand, 

cash,  teller   ' 

119 

63 

30 

Inspectors,  exam- 
iners, checkers  ' 

109 

106 

1 

Cashiers           .  .  .  . 

"77 

75 

2 

Delivery.  . 

if 

»a 

I9 

a 

3O 

cm 

1  Complete  daVa  for  iooo  juvenile  employees  is  given  in  Appendix  1  ,  Table  4  .  Forty-one  employed 

in  miscellaneous  occupations  are  not  represented  in  the  chare. 


hi»  includes  general  clericals,  bookkeepers  and  auditors  in  the  financial  division  and  the  re- 
ceiving- clerks  of  Mtc  stock  rooms.    The  bookers  of  the  delivery  department  and  the  stampers 
and  markers  of  the  stock  rooms  have  not  been  included  in  the  group  of  clericals  since  they 
frequently  do  other  tasks  in  their  respective  departments. 


CHART  m 
EDUCATION  OF  JUVENILE  EMPLOYEES  ENGAGED  IN  IMPORTANT  OCCUPATIONS  IN  BOSTON  DEPARTMENT. 

DRY  GOODS  AND  CLOTHING  STOKES 
(Selected  from  occupational  groups  of  iooo  juvenile  workers) 


1  Secor 
Total      ary 

Salespersons  196      154 

id-  Etemen- 
42, 

Clericals        ....     188      i-ss 

33        1 

Care  of  Stock  .  .  145      74 

Bundle  rs         .  .      U9       39 

51         | 

8O 

Floor,  erratid              ...       .. 

78 

cash.  teller  " 
Inspectors,  exam-       lo-      ^ 

Cashiers  .             .  77       62 

JQ 
15 

Delivery.  .          .  .  32,       21 

n       1 

||  Secondary 
PI  Elementary 


*  Complete  data  for  1000  juvenile  employees  is  given  in  Appendix.i ,  Table  4. ,   Forty-one  employ- 

ed in  miscellaneous   occupations  are  not  represented  in  the  chart. 

*  This  includes  general  clericals,  bookkeepers  and  auditors  in  the  financial  division  and  the  receiv- 
ing clerks  of  the  stockrooms.  The  bookers  of  the  delivery  department  and  the  stampers  and 
markers  of  the  stock  rooms  have  not  been  included  in  the  group  of  clericals  since  they  fre> 

(juently  do  other  tasks  in  their  respective  departments. 


OCCUPATIONAL  DISTRIBUTION  45 

cent  found  employment  in  various  subsidiary  activities.  It  is 
evident  that  a  sound  program  of  vocational  education  for 
mercantile  workers  must  prepare  not  only  for  salesmanship 
and  for  clerical  work,  but  also  must  deal  helpfully  with  the 
60  per  cent  of  the  juvenile  employees  engaged  in  the  subsidiary 
occupations.  These  vary  greatly  in  vocational  value;  some 
afford  opportunities  for  profitable  business  careers  and  others 
are  "blind  alley "  jobs  which  should  be  held  only  for  brief 
periods  while  preparing  for  more  promising  callings.  A  com- 
prehensive vocational  education  program  must  be  founded  on 
a  knowledge  of  the  character  and  relative  importance  of  these 
varied  activities  of  juvenile  mercantile  employees.  Details  of 
sex  distribution,  educational  attainments,  and  qualifications 
considered  desirable  for  different  positions  will  be  given  in  the 
following  discussions  of  store  occupations. 

}   SELLING 

Extent  of  Juvenile  Employment 

After  considering  the  costly  and  elaborately  organized  ac- 
tivities which  are  required  before  goods  can  be  placed  before 
the  buying  public,  it  is  surprising  to  discover  the  frequency 
with  which  the  critical  transactions  upon  which  all  other  store 
activities  focus  are  entrusted  to  youthful  and  slightly  trained 
salespeople.  The  Census  of  1910  reported  14  per  cent  of  the 
male  and  29  per  cent  of  the  female  salespeople  of  Boston  to  be 
under  21  years  of  age,2  but  the  proportion  of  minors  in  the 
selling  force  of  large  stores,  particularly  in  the  department 
stores,  probably  is  somewhat  larger.8  As  already  stated, 
about  20  per  cent  (19.6)  of  the  thousand  juveniles  whose  rec- 
ords were  tabulated  for  this  study  were  engaged  in  selling. 
The  department  and  clothing  stores  used  more  of  their  juve- 


'Male  salespeople  11,602,  of  whom  1,670,  or  14.4  per  cent,  were  under  21. 
Female  salespeople  6,393,  of  whom  1,864  or  29.1  per  cent  were  under  21. 

"In  a  Federal  study  of  women  employed  in  department  and  other  retail 
stores  in  Boston,  it  was  found  that  43.7  per  cent  of  the  regular  employees  of 
whom  52  per  cent  were  selling,  were  under  21  years  of  age;  56  per  cent  of 
those  who  served  both  as  regular  and  irregular  employees  of  whom  70  per 
cent  were  selling,  were  under  21;  45  per  cent  of  the  extra  employees  of  whom 
77  per  cent  were  selling  were  under  21.  Unemployment  Among  Women  in  De- 
partment and  Other  Retail  Stores  of  Boston,  Bulletin  of  the  U.  S.  Bureau  of 
Labor  Statistics,  Whole  Number  182. 


46  TRAINING  FOR  STORE  SERVICE 

niles  as  salespeople  than  the  dry  goods  stores,  as  the  percent- 
age distribution  in  the  three  types  of  stores  was :  department, 
22.8,  clothing  22.3,  and  dry  goods  3.7  per  cent  engaged  in  sell- 
ing. In  the  sample  group  of  21-year-old  store  employees, 
30.4  per  cent  held  selling  positions,  but  only  two  of  their  170 
positions  gave  the  rank  of  head  of  a  department.  We  conclude 
that  minors  enter  store  employment  through  numerous  sub- 
sidiary occupations ;  that  when  adult  years  are  reached,  nearly 
one-third  have  been  promoted  to  selling  positions;  and  that 
the  younger  members  of  the  selling  force  are  rarely  entrusted4 
with  the  more  responsible  supervisory  positions. 

Sexes,  Ages  and  Education  of  Juvenile  Salespeople 

The  largest  sex  and  age  group  of  the  juvenile  salespeoplev 
(45.9  per  cent)  was  that  of  the  females  16  and  17  years  old, 
and  the  females  of  18,  19  and  20  come  next  in  size,  (33.2  per 
cent).  Slightly  more  than  one  in  six  of  the  salespeople  were 
males,  and  these  were  rarely  less  than  18  years  of  age.  Usually 
boys  of  adolescent  years  are  clumsy  and  self-conscious  and  ill- 
adapted  to  positions  requiring  a  pleasing  personal  bearing. 
They  are  used  in  department  and  clothing  stores  chiefly  for 
the  sale  of  men's  furnishings.  Over  two-thirds  of  the  juvenile 
salespeople  were  employed  in  handling  the  varied  wares  of  the 
great  department  stores,  so  it  is  evident  that  the  stocks  of 
these  stores  furnish  the  best  opportunities  for  early  experience 
in  salesmanship.  However,  little  use  was  found  for  young 
persons  with  less  than  secondary  school  training,  as  over  f  our-- 
fifths  of  those  who  were  selling  had  more  than  an  elementary 
school  education. 

Preference  for  Attractive  Young  Women 

The  frequent  commendation  of  the  personal  appearance  of 
saleswomen  favorably  judged  by  store  officials  shows  the 
strength  of  the  conviction  that  the  public  buys  most  willingly 
from  young,  good-looking,  neatly-dressed  women.  Questions 
may  be  raised  as  to  whether  this  universal  assumption  on  the 
part  of  men  buyers  and  floor  superintendents  has  any  founda- 
tion in  facts.  The  naive  surprise  with  which  one  floor  super- 
intendent spoke  of  the  large  "  books  "  of  a  middle-aged  woman 


OCCUPATIONAL  DISTRIBUTION  47 

who,  although  she  was  not  particularly  attractive  or  well- 
dressed,  had  won  a  following  because  she  was  jolly,  talked  well 
with  customers  and  had  a  memory  for  names,  suggests  that 
men  supervisors  may  have  credited  the  buying  public  with 
their  own  personal  preferences.  Middle-aged  women,  seeking 
to  supply  family  needs,  are  the  chief  purchasers  of  store 
wares,  and  it  seems  probable  that  service  by  kindly  women  of 
their  own  age  would  be  acceptable. 

Comments  Showing  Qualifications  Desired 

General  desirable  qualifications  for  salespeople,  such  as 
good  health,  neat  and  attractive  but  not  conspicuous  clothing, 
and  pleasing  manners  with  both  fellow- workers  and  customers 
have  been  discussed.4  The  saleswoman  who  "dresses  too 
flashily, "  "has  fallen  down  in  her  personal  appearance, "  or 
who  "is  apt  to  be  too  talkative, "  or  "is  too  abrupt  in  her 
manner, "  surely  will  earn  the  disapproval  of  the  person  in 
charge  of  her  department. 

Care  of  the  stock  comes  next  in  the  frequency  with  which  it 
is  mentioned.  The  general  appearance  of  a  department  suf- 
fers when  salespeople  allow  goods  to  accumulate  in  a  disorder- 
ly heap,  while  they  rush  from  one  customer  to  another.  Such 
careless  ways  lower  the  profits  of  the  department,  since  the 
goods  deteriorate  in  value  so  that  they  must  be  sold  at  a  loss. 
To  win  the  entire  approval  of  the  head  of  the  department,  a 
salesperson  must  not  only  care  for  stock  which  he  has  shown, 
but  also  must  be  ready  to  assist  a  companion  who  has  been 
overwhelmed  with  customers  who  have  demanded  an  extensive 
display  of  merchandise.  The  salesman  whose  report  reads, 
"Very  pleasant  with  customers,  knows  his  merchandise,  looks 
after  his  own  stock  pretty  well,  but  not  willing  to  help  any- 
where else  in  the  department, ' '  fell  short  of  perfection  in  his 
calling. 

The  successful  salesperson  avoids  spending  too  much  time 
with  one  customer.  The  following  are  examples  of  this  un- 
economical practice : 

"Her  biggest  weakness  is  that  she  takes  too  much  time  with 
customers  and  cannot  wait  on  as  many  as  the  other  girls." 


4Chapter  III,  pp.  38-41. 


48  TRAINING  FOE  STORE  SERVICE 

"  Shows  a  good  deal  of  merchandise,  but  does  not  grasp  the 
customer's  ideas  very  quickly.  She  has  to  talk  too  much  to 
find  out  what  the  customer  wants  and  tries  on  too  much  mer- 
chandise. ' ' 

At  the  opposite  extreme  is  the  saleswoman  who  was  de- 
scribed as,  "Attractive,  bright  and  can  wait  on  4  customers  at 
a  time,  *  *  *  alert,  easy  to  get  along  with. " 

An  unusual  requirement  is  the  demand  that  a  salesman  be 
prepared  to  quote  statistics  in  defense  of  his  department : 

"Is  a  good  man  to  keep  up  stock.  *  *  *  Gets  along  well 
with  people.  Does  not  catch  on  to  things  quickly  enough  and 
does  not  fortify  himself  with  statistics  enough  to  meet  criti- 
cisms that  might  be  made  against  his  department. ' ' 

An  experienced  educational  director  of  a  large  department 
store  summed  up  the  qualifications  for  a  good  salesperson  as 
follows : 

'  '  The  primary  requisite  for  successful  selling  is  an  interest 
in  people — a  genuine  desire  to  discover  what  they  want  and  to 
supply  their  needs.  A  salesperson  gifted  with  this  natural 
social  disposition  is  not  annoyed  by  the  queer  folks  with  queer 
ways  who  turn  up  constantly.  She  makes  friends  and  soon 
wins  a  following  of  grateful  customers. " 

"The  person  who  is  timid  and  bashful  should  avoid  store 
service, "  exclaimed  this  director.  "It  is  not  necessary  to  be 
unpleasantly  aggressive,  but  a  salesperson  must  have  self- 
assurance;  and  a  somewhat  positive  manner  often  convinces 
a  vacillating  customer. " 

Qualifications  of  successful  salesmanship  vary  somewhat 
with  the  character  of  the  goods  handled.  The  superintendent 
of  a  corset  department  rejoiced  in  the  services  of  a  fitter  who 
had  been  trained  as  a  nurse  and  who  i  i  seemed  to  feel  with  her 
customer,  very  sympathetic,  customers  always  satisfied,  very 
easy  and  quiet.  Does  not  show  up,  but  has  a  great  deal  of 
knowledge  which  she  has  not  the  power  to  express. ' ' 

A  Saleswoman  with  a  Bright  Future 

Reports  showing  the  rapid  rise  of  a  young  woman  who  was 
handicapped  by  a  defective  education  give  evidence  of  the 
promptness  with  which  native  ability  may  be  recognized  in  a 
well-organized  store : 


OCCUPATIONAL  DISTRIBUTION  49 

" entered  the  store  in  August,  1912.  Had  worked 

for .  Is  a  very  good  cashier;  can  handle  an  immense 

amount  of  business  very  well.  I  don't  think  she  has  ever  had 
a  shortage.  She  is  a  good,  clean-cut  girl,  about  medium  height, 
with  very  pleasing  manners.  People  like  her  very  much.  She 
has  done  some  selling  in  the  department  and  is  anxious  to  do 
more.  The  shoppers  have  given  her  splendid  reports.  Is 
quiet  and  particularly  observing.  She  uses  her  wits  and  is 
always  thinking  about  her  job.  Nothing  gets  by  her.  Has 
gotten  the  prize  of  ten  dollars  for  detecting  merchandise 
wrongly  advertised. 

"May,  1915,  promoted  to  saleswoman. 

"  November,  1915 — Is  a  fine  girl  *  *  *  strongest  point  is 
her  keenness.  Very  observing,  not  afraid  to  ask  good  ques- 
tions. Has  a  very  trying  stock,  but  keeps  it  better  than  any- 
one we  have  ever  had.  Think  she  would  make  good  almost 
anywhere.  Has  not  had  a  great  deal  of  education — just  gram- 
mar school.  A  very  pleasant  girl  to  get  along  with.  Always 
interested  in  her  work.  Understands  what  a  customer  wants. 
Will  try  hard  to  satisfy.  Was  a  bit  timid  at  first,  but  now  she 
talks  right  up." 

The  buyer  for  this  department  adds  his  testimony :  ' '  Smart, 
nice  to  customers,  and  gives  fine  service.  Has  de- 

veloped rapidly,  will  develop  into  assistant  buyer  by  way  of 
selling. ' ' 

Clerical  Occupations  of  Juvenile  Employees  of  Department. 

Dry  Goods  and  Clothing  Stores.    Numbers  Employed  in 

Clerical  Occupations 

Two  policies  adopted  by  progressive  mercantile  establish- 
ments have  resulted  in  a  great  multiplication  of  clericals :  (1) 
High-salaried  officials  must  not  waste  time  in  record  keeping 
which  can  be  cared  for  by  less  expensive  assistants.  (2)  The 
store  managers  or  directors  of  important  divisions  and  depart- 
ments must  have  complete  data  showing  the  condition  of  the 
stocks,  the  costs  of  the  different  store  services,  and  the  profits 
or  losses  of  each  selling  department.  It  is  true  also  that  with 
the  growth  of  the  business  more  clerical  assistance  becomes 
necessary  in  order  to  care  for  the  great  volumes  of  corre- 


50  TRAINING  FOE  STOEE  SERVICE 

spondence  developed  in  connection  with  the  charge-accounts 
and  mail-order  departments.  Many  of  these  clerical  services 
are  simple,  highly  specialized  tasks,  and  but  few  require  the 
assumption  of  responsibility  for  important  decisions,  so  that 
they  are  well  adapted  to  the  capacities  of  the  younger,  less  ex- 
perienced store  workers.  If  we  include  persons  giving  the 
whole  or  a  part  of  their  time  to  such  simple  tasks  as  the  book- 
ing of  parcels  in  the  delivery  room,  or  the  marking  of  new 
stock,  the  clericals  constitute  an  occupational  group  slightly 
larger  than  that  of  the  juvenile  salespeople.5 

Sexes,  Ages  and  Education  of  Juvenile  Clericals 

The  sex  distribution  of  the  store  clericals  was  the  same  as 
that  of  the  salespeople,  one  in  six  were  males.    The  ages  varied  * 
with  the  types  of  work ;  there  were  a  few  simple  tasks,  like  the  . 
auditing  of  sales  slips,  in  which  young  persons  of  14  to  16 
could  be  employed  and  which  were  rarely  done  by  persons 
over  18  years  of  age.    On  the  other  hand,  three-fourths  of  the 
receiving  clerks  were  18-to-21-year-old  men,  and  two-thirds  of 
the  bookkeepers  also  were  in  this  age  group.     Considerable 
training  is  required  by  most  of  the  clerical  workers,  70  per  • 
cent  had  graduated  from,  or  had  gone  as  far  as  the  last  two 
years,  of  the  secondary  schools,  and  less  than  18  per  cent  had 
no  more  than  an  elementary  education. 

Characteristics  of  Successful  Clericals  Shown  in  Reports  of 
Their  Superior  Officers 

General  statements  about  the  qualifications  desired  for  store 
clericals  are  difficult  because  of  the  great  variations  in  their 
tasks,  but  reports  of  their  superior  officers  will  suggest  many 
personal  characteristics  which  should  be  cultivated  by  young 
persons  who  wish  to  succeed  in  such  positions.  The  report  on 
a  college  graduate  who  is  head  of  an  important  merchandise 
office  indicates  the  beginning  of  a  successful  mercantile  career. 

"  Appearance  good,  personality  always  pleasant,  tactful, 
gets  along  well  with  people.  *  *  *  Looks  younger  than  he 
is  and  that  is  a  handicap  for  an  executive  position. 

5Details  of  the  distribution  of  clericals  are  given  in  Note  1,  page  43,  and  in 
Table  4,  Appendix  I,  p.  119. 


OCCUPATIONAL  DISTRIBUTION  51 

Always  willing  to  help.  *  *  Dependable,  does  not  have  to 
be  followed  up,  initiative  good,  careful  and  accurate. '  ' 

A  young  man  who  is  recognized  as  a  potential  executive  is 
given  this  description: 

"Is  new  in  the  business,  but  is  a  gentleman.  Has  nice 
manners  and  pleasing  personality.  After  he  is  experienced,  I 
should  think  he  would  make  some  sort  of  an  executive.  He  is 
capable,  thinks  quickly,  moves  quickly  and  shows  good  judg- 
ment. He  has  a  nice  personality,  is  well  educated  and  speaks 
well,  is  attentive  and  on  the  job.  Would  make  a  good  floor 
clerical  or  merchandise  clerical.  Believe  he  is  a  boy  of  good 
possibilities. " 

A  Typical  Office  Stenographer 

In  the  following  report  we  recognize  the  young  woman  who 
will  make  a  good  office  clerical  but  will  not  rise  to  an  executive 
position : 

"—  -  comes  from  a  splendid  family  and  shows  good  up- 
bringing. Is  well  educated  and  a  good  type  girl  right  through. 
Very  accurate  in  her  work.  She  turns  out  a  great  deal  of 
work  and  is  a  good  stenographer.  Does  not  seem  to  have  a 
great  deal  of  ambition  and  is  lacking  in  force.  She  is  rather 
timid  and  reserved,  would  probably  not  do  in  merchandising 
end  of  it  for  this  reason.  However,  she  is  a  fine  girl  in  an 
office/' 

A  mail  order  clerical  is  commended  because  she  "follows 
things  up  closely  and  writes  a  good  letter. ' ' 

A  Merchandise  Clerical  Who  is  Forging  Ahead 

Three  reports  on  a  merchandise  clerical  who  had  worked 
up  from  an  inferior  position  throw  light  on  the  store  experi- 
ences of  young  persons.  The  buyer  writes : 

" came  to  me  from  the  shipping  room  and  at  first  de- 
veloped very  slowly — so  slowly  that  I  thought  he  would  not  do 
and  tried  to  have  him  transferred.  All  of  a  sudden  he  began 
to  pick  up.  Since  then  he  has  steadily  forged  ahead.  »  *  *  * 

The  employment  department  reports : 

"—  -  entered  five  years  ago  as  a  sorter;  worked  success- 
fully on  the  chute,  the  elevator,  packer,  floor  boy  up  stairs, 


52  TRAINING  FOR  STORE  SERVICE 

and  stock.    Ambitious,  good  judgment,  good  business  ability, 
not  tactful." 

The  floor  superintendent's  description  reads: 
"His  strength  is  his  persistence  in  digging  out  things.    Al- 
ways on  the  job.    *    *        Is  out  to  pick  up  all  he  can  get  in 
the  way  of  information  or  anything  else.    Gets  on  well  with 
people,  ambitious." 

A  Plodding  Merchandise  Clerical. 

"A    plugger    *    *    *    an    excellent    merchandise    clerical 

*  *    *    Find  him  very  valuable  doing  certain  parts  of  the  as- 
sistant buyer's  work.    Is  a  fellow  who  does  not  push  himself 
much.    Has  been  here  about  five  or  six  years.    Has  a  good 
knowledge  of  merchandise.     Can  go  away  and  leave  things 
with  him  and  be  sure  they  will  get  done.     Needs  somebody 
to  show  him  how  to  work  towards  an  assistant-buyership.  Phy- 
sically not  big  which  possibly  has  been  against  him.    Nothing 
the  matter  with  his  brain  or  his  power  of  application.    Uses 
his  mind  in  his  work.    Ingenious  in  finding  ways  to  get  re- 
sults.   Everything  he  does  he  does  right.    If  somewhat  larger 
and  pushed  himself  more  would  be  further  advanced. ' ' 

Floor  Clericals 

An  unusual  clerical  position,  which  often  serves  as  a  step- 
ping-stone to  an  executive  office,  has  been  developed  in  one 
Boston  store.  The  floor  clerical  has  a  desk  located  in  the  de- 
partment which  he  or  she  serves,  and  relieves  the  floor  super- 
intendent of  the  keeping  of  records,  serves  as  his  substitute 
during  the  noon  hour  or  other  absences,  and  is  in  line  of  pro- 
motion to  his  position.  The  duties  and  vocational  outlook  of 
the  floor  clericals  are  suggested  in  the  reports : 

" is  without  doubt  the  best  floor  clerical  in  the  store. 

Very  capable  in  making  adjustments.  Right  on  the  job.  Works 
after  hours  a  great  deal  and  gets  in  early.  Extremely  me- 
thodical. *  *  *  Handles  a  tremendous  lot  of  detail  very 
well.  Was  previously  merchandise  clerical  in  the  department. 

*  *    *    Might  be  a  very  good  woman  as  head  of  the  complaint 
department.     Is  strong  along  those  lines.     Has  not  a  big 


OCCUPATIONAL  DISTRIBUTION  53 

physique  and  would  not  stand  out  among  salespeople  which 
might  handicap  her  as  a  floor  superintendent. ' ' 
Another  favorable  report  reads : 

-  is  a  splendid  clerical.    Also  helps on  floor 

work  and  relieves at  the  noon  hour,    *    *    *   Very  able 

and  very  adaptable.  *    Very  watchful.    Has  a  good  idea 

as  to  what  the  girls  do  in  the  different  departments.  Keeps  a 
sort  of  general  outlook  on  the  floor  as  well  as  doing  her  desk 
work.  The  only  thing  in  the  work  I  hesitate  about  is  perhaps 
her  lack  of  convincing  customers  on  complaints. ' ' 

Summary 

Personal  characteristics  received  much  more  consideration 
than  technical  ability  in  these  estimates  of  the  qualifications  of 
juvenile  store  clericals,  and  there  can  be  little  doubt  of  their 
greater  importance  in  determining  promotion.  The  employ- 
ment department  makes  sure  of  certain  minimum  standards  of 
training  and  efficiency,  and  since  the  clerical  work  of  stores 
usually  requires  diligence,  neatness  and  accuracy,  rather  than 
a  grasp  of  higher  mathematics  or  exceptional  literary  ability, 
the  traits  sought  in  those  recommended  for  the  more  important 
positions  are  intelligence,  adaptability,  initiative,  and  tact  in 
dealing  with  fellow  workers  and  customers. 

y    CAEE   OF   STOCK 

Duties  of  Stock  Workers 

Two  distinct  groups  of  stock  workers  are  found  in  the 
stores :  (1)  those  who  are  employed  chiefly  in  the  stock  rooms, 
and  (2)  those  who  serve  as  assistants  to  salespeople  and  who 
often  are  in  line  of  promotion  to  selling  positions.  A  brief 
outline  of  the  care  that  must  be  given  to  goods  passing  through 
the  stores  will  show  the  various  groups  of  workers  and  their 
duties. 

Receiving  Clerks 

The  new  shipments  of  goods  from  the  manufacturers  or 
jobbers  are  handled  first  by  the  receiving  clerks,  who  must 
check  them  with  the  invoices  to  see  that  no  mistakes  have 
been  made  in  packing  and  billing  the  store  orders.  Only  4 


54  TRAINING  FOR  STORE  SERVICE 

of  the  1,000  juveniles  under  21  years  of  age  were  engaged  in 
this  responsible  and  often  heavy  work ;  three  of  the  four  were 
over  18  years  of  age  and  all  had  received  secondary  school 
training. 

Stampers  and  Markers 

The  substitution  of  the  store  labels  and  price  tags  for  those 
which  may  have  been  placed  on  the  goods  by  the  manufactur- 
ers is  not  so  simple  a  task  as  might  appear  to  a  person  un- 
familiar with  the  practices  of  well-managed  stores.  While 
much  of  the  mechanical  work  is  done  by  young  and  inexperi- 
enced persons,  it  is  necessary  for  them  to  be  attentive  and 
accurate  in  following  the  instructions  of  the  buyers  who  usual- 
ly are  responsible  for  fixing  the  prices.  Care  must  be  ex- 
ercised in  order  to  stamp  the  correct  sizes  and  prices  on  the 
tags  attached  to  the  garments,  and  sometimes  store  labels  must 
be  sewed  in  the  place  of  those  of  the  manufacturer.  Other 
mysterious  figures  and  letters  which  are  added  to  the  price 
tags,  when  interpreted  by  a  person  familiar  with  the  store 
codes,  reveal  the  costs,  dates  of  purchase  and  names  of  the 
firms  from  whom  the  goods  were  procured.  Thirteen  of  the 
15  stampers  and  markers  found  in  the  sample  group  were 
females.  Two-thirds  were  over  18  years  old  and  had  received 
more  than  two  years  of  secondary  school  training,  and  only 
2  had  but  an  elementary  education. 

Stock-rooms 

The  merchandisers  or  buyers  decide  where  the  goods  shall 
be  sent  after  they  have  been  marked  properly.  One  part  of 
the  stock  may  be  set  aside  for  filling  the  mail  orders,  the  buyer 
may  plan  an  immediate  special  sale  of  another  part,  some 
goods  will  be  used  to  maintain  supplies  in  sales  departments, 
and  others  will  be  sent  to  the  stock-rooms  to  be  held  in  reserve 
for  use  in  the  future.  The  heads  of  stocks  and  buyers  of  the 
different  store  departments  must  be  quite  familiar  with  the 
condition  of  these  reserve  stocks  in  order  to  be  sure  that  sup- 
plies are  kept  up  properly  and  that  the  store  does  not  suffer 
losses  because  its  capital  is  tied  up  in  goods  which  stay  on  the 
shelves  too  long.  Young  stock  workers  who  assist  salespeople 


OCCUPATIONAL  DISTRIBUTION  55 

soon  learn  where  the  goods  of  their  departments  are  located, 
so  that  they  can  avoid  delays  in  finding  supplies  needed  to 
replace  what  has  been  taken  by  customers. 

Stock  Workers  of  Selling  Departments 

Juvenile  stock  workers  are  employed  chiefly  in  assisting 
salespeople  in  the  care  of  their  stock,  so  that  the  position  may 
be  regarded  as  a  sort  of  apprenticeship  to  selling.  Eleven  per 
cent  of  the  juvenile  store  workers  under  21  were  caring  for 
stock,  but  stock  positions  were  a  somewhat  larger  proportion 
(12.8  per  cent)  of  those  held  when  21  years  old.  Nearly  two- 
thirds  (62.7  per  cent)  of  the  stock  workers  under  21  were 
females,  but  here  again  the  proportion  (41.2  per  cent)  of  males 
was  somewhat  higher  in  the  21-year-old  group.  The  propor- 
tion of  juvenile  store  workers  holding  stock  positions  varied 
with  the  different  types  of  stores  as  follows:  department 
stores,  7.5  per  cent;  clothing,  13.1  per  cent;  dry  goods,  20.4 
per  cent.  In  some  stores  the  work  of  caring  for  the  stock  is 
apportioned  among  the  salespeople  so  that  only  a  small  num- 
ber of  stock  people  appear  on  the  pay  rolls. 

Ages  and  Schooling  of  Stock  Workers  Similar  to  Those  of 

Salespeople 

The  close  correspondence  between  juvenile  sales  and  stock 
workers  is  shown  by  similarities  in  the  ages  and  educational 
qualifications  of  the  two  groups.  Only  10.9  per  cent  of  the 
stock  workers  were  under  16  years  of  age,  51.8  per  cent  were 
between  16  and  18  and  37.3  per  cent  were  over  18.  Over  half 
(55.4  per  cent)  of  the  young  persons  in  stock  work  had  received 
high  school  training  and  almost  one-third  (30.9  per  cent)  had 
spent  three  or  four  years  in  secondary  schools,  while  only  13.6 
per  cent  had  failed  to  reach  the  eighth  grade. 

Comments  on  Stock  Workers 

Characteristics  commended  or  condemned  in  young  stock 
workers,  and  also  the  positions  to  which  they  may  be  pro- 
moted, are  shown  in  records  taken  from  the  store  "Judg- 
ment Book:" 

" is  very  satisfactory  as  a  stock  girl,  makes  her  head 

save  her  heels,  moves  quickly  and  thinks  quickly.  Pleasing 


56  TRAINING  FOR  STORE  SERVICE 

manners,  very  willing,  might  sell  in  some  department  where 
large  physique  is  not  necessary." 

-  has  been  in  the  department  2  years.  Does  not  have 
to  be  watched  or  prodded.  Quick,  pleasant  disposition,  in- 
clined to  be  bashful.  Appearance  not  good  *  *  *  will  be  put 
to  selling  when  there  is  an  opening. " 

Possible  lines  of  promotion  open  to  such  stock  workers  are 
shown  by  another  report  of  a  young  woman  who  was  serving 
at  the  basement  refund  desk: 

"Promoted  from  a  stock  position,  shrewd,  can  pretty  nearly 
always  tell  whether  a  customer  is  right  or  not.  Has  tact,  care- 
ful and  accurate,  does  not  get  flustered.  Picked  her  out  be 
cause  she  impressed  me  and  others  as  being  bright.  Recom- 
mend her  promotion  to  saleswoman  or  office  clerical. ' ' 

Another  girl  who  had  done  part  merchandise-clerical  and 
part  stock  work,  was  transferred  to  an  important  cashier's 
desk  where  she  served  for  5  years.  It  was  recommended  that 
she  be  considered  for  a  selling  position. 

Unsatisfactory  Stock  Workers 

Two  reports  give  pictures  of  stock  girls  whose  future  in 
store  work  seems  precarious : 

"Lacks  energy  and  spirit,  not  keen  and  does  not  grasp 
things  quickly.  Is  inclined  to  '  putter '  around.  Not  live  and 
aggressive.  Does  not  always  show  a  willing  spirit.  If  asked 
to  do  anything  out  of  the  way  of  her  work,  does  not  do  it  grace- 
fully. Is  always  making  excuses  for  a  thing  not  being  done. 
Do  not  think  she  has  much  future  in  the  store. ' ' 

"I  am  afraid  she  is  getting  into  bad  habits,  such  as  wander- 
ing off  from  the  floor  without  asking,  so  that  you  never  can 
tell  where  she  is,  but  when  talked  to,  she  did  better.  Willing, 
teachable,  sells  at  noon.  Obeys  cheerfully,  a  little  slow." 

Sometimes  a  change  to  work  in  another  department  makes  it 
possible  to  avoid  discharging  a  person  whose  supervisors  feel 
dissatisfied  with  his  services.  A  man  who  had  served  as  stock 
and  general  handy  man  for  4  years  and  then  tried  the  work  of 
a  merchandise  clerical  for  one  year,  was  the  subject  of  very 
adverse  reports.  It  was  claimed  that  he  was  capable  of  bet- 
ter things,  but  had  gotten  into  a  rut.  He  was  transferred  to 
another  department,  where  he  "made  good." 


OCCUPATIONAL  DISTRIBUTION  57 

A  High  Class  Stock  Marker 

"Very  accurate,  very  careful,  knows  the  merchandise, 
thorough  in  his  work  *  *  *  dependable.  Good  possibility 
for  an  assistant  buyer  in  another  year.  *  *  *  Health  good, 
very  energetic,  appearance  good.  *  *  *  Grasps  situation 
quickly.  Left  $20  position  to  come  in  here  and  work 

his  way  up.  I  think  he  is  a  high  school  graduate. ' ' 

Summary 

The  general  term  "stock  workers "  is  often  applied  to  a 
group  whose  tasks  are  imperfectly  standardized ;  on  one  hand 
the  duties  of  a  marker  or  merchandise  clerical  may  be  com- 
bined with  the  handling  of  new  goods  in  the  stock-room,  and  on 
the  other  the  stock  worker  may  do  chores  for  a  selling  depart- 
'ment,  or  may  serve  as  a  sort  of  junior  salesperson.  Intelli- 
gence and  accuracy  and  a  cheerful  willingness  to  do  whatever 
tasks  are  assigned  by  supervisors  seem  to  be  the  character- 
istics which  give  satisfaction.  Exceptional  ability  and  a  pleas- 
ing personality  may  win  promotion  to  a  position  as  cashier  or 
office  clerical,  or  as  salesperson  in  the  department  whose  stock 
has  been  learned. 

.  EAPID  CHANGES  IN  NUMBERS  EMPLOYED  IN  MINOR  JUVENILE  STORE 

OCCUPATIONS 

But  slightly  less  than  stock  workers  in  numerical  import- 
ance are  the  two  groups  of  boys  and  girls  who  hold  the  "blind 
alley "  jobs  of  the  great  stores.  Fortunately  the  war-time 
shortage  of  store  workers,  the  increased  expense  due  to  ac- 
ceptance of  minimum  wage  rulings  in  January,  1916,  and  the 
efforts  of  progressive  store  managers  to  improve  both  the 
personnel  and  vocational  outlook  of  their  employees  are  re- 
sulting in  a  rapid  reduction  in  the  number  who  do  these  me- 
chanical and  uninteresting  tasks.  Thus  we  find  that  21  to  25 
per  cent  of  the  juveniles  who  entered  stores  in  1913,  1914  and 
1915  were  employed  as  bundlers,  while  in  1918  the  numbers 
engaged  in  this  least  desirable  of  store  occupations  was  only 
2.7  per  cent. 

Intelligent  customers  have  been  offended  by  the  sight  of 
errand  boys  and  girls  who  were  obviously  wasting  the  years 


58  TRAINING  FOR  STORE  SERVICE 

which  should  have  been  spent  in  school  rooms,  busy  ones  have 
been  exasperated  by  the  long  delays  in  receiving  bundles  and 
change  due  to  the  natural  childish  disposition  to  loiter,  and 
fastidious  persons  have  been  annoyed  by  the  chorus  of  ir- 
ritated yells  for  "cash"  which  added  to  the  confusion  of  a 
crowded  store,  but  these  evils  have  been  done  away  with  in  the 
well-organized  Boston  stores.  The  cash  and  bundling  activi- 
ties have  been  decentralized,  and  clasp  envelopes  and  cash 
registers  have  made  it  possible  to  dispense  with  the  youngest 
and  least  trained  of  the  store  workers.  The  summaries  of  the 
characteristics  and  duties  of  these  occupation  groups  apply 
chiefly  to  workers  who  entered  stores  prior  to  1916. 

DISTKIBUTION    AND    QUALIFICATIONS    OF    JUVENILE    EMPLOYEES    IN 
MINOE  STORE  OCCUPATIONS 

Bundlers 

Bundlers  wrap  small  parcels  for  immediate  delivery  to 
customers.  Almost  half  of  them  (43.8  per  cent)  were  children 
under  16  years  of  age,  and  but  10  per  cent  were  over  18 ;  the 
remainder  were  in  those  critical  adolescent  years  (16  to  18) 
when  they  should  have  been  learning  something  useful.  They 
were  in  need  of  more  schooling  as  a  fourth  of  them  had  not 
reached  the  8th  grade  and  over  two-thirds  had  not  gone  beyond 
the  elementary  schools;  only  ten  per  cent  went  as  far  as  the 
third  year  of  the  secondary  course.  Nine  out  of  ten  of  the 
bundlers  were  little  girls  who  were  beginning  their  mercantile 
careers  handicapped  by  this  lack  of  training.  The  clothing 
stores  have  been  most  successful  in  the  elimination  of  child 
labor  as  only  4  of  their  251  juvenile  employees  were  bundling, 
in  contrast  with  the  15.7  per  cent  of  the  department  and  14.2 
per  cent  of  the  dry  goods  store  juveniles  who  did  this  work. 

Floor,  Errand,  Cash,  Teller 

The  terms  " floor/'  " errand, "  "cash"  or  "teller"  designate 
the  other  group  of  children  whose  services  are  being  dispensed 
with  in  the  more  progressive  stores.  Their  ages  and  educa- 
tion— or  lack  of  education — corresponded  closely  with  that  of 
the  bundlers.  Half  of  them  were  under  sixteen  and  only  2 
per  cent  were  over  18  years  old.  One-fifth  had  not  reached 


OCCUPATIONAL  DISTRIBUTION  59 

the  eighth  grade  in  school  and  over  two-thirds  had  failed  to 
go  beyond  the  elementary  school.  The  work  is  better  suited  to 
boys,  and  such  tasks  constitute  15  per  cent  of  the  store  posi- 
tions held  by  males  of  14  to  21,  yet  nearly  two-thirds  (73.5 
per  cent)  of  the  children  who  spent  eight  hours  a  day  running 
to  and  fro  with  bundles  and  change  were  little  girls.  The 
proportions  of  juveniles  in  the  three  types  of  stores  employed 
in  such  work  were:  clothing  3.6  per  cent,  department  10.2 
per  cent,  dry  goods  27.2  per  cent. 

Cashiers,  Inspectors,  Examiners,  Checkers 

JPrompt  and  reliable  service  for  customers  requires  that 
there  be  no  mistakes  in  the  sales  slips,  or  pricing  and  measur- 
ing of  the  goods  sold,  that  the  articles  sold  to  different  cus- 
tomers shall  not  be  slipped  into  the  wrong  envelopes  or  bun- 
dles, and  that  the  change  for  cash  purchases  shall  be  counted 
accurately.  Cashiers  handle  the  money;  they  must  note 
whether  the  sum  received  corresponds  with  the  amount  credit- 
ed on  the  sales  slip  and  must  count  out  the  difference  between 
this  and  the  total  of  the  purchases  to  be  returned  to  the  cus- 
tomer in  change.  The  assistants  of  the  cashiers  are  variously 
designated  as  " inspectors, "  "examiners,"  or  "checkers." 
They  examine  the  sales  slip  to  see  whether  it  is  correctly  filled 
in  and  whether  mistakes  have  been  made  in  calculating  the 
amounts,  and  verify  the  change  given  by  the  cashier.  If  there 
is  a  price  mark  on  the  goods  they  compare  it  with  that  of  the 
sales  slip,  and  sometimes  they  re-measure  or  re-count  the 
goods  before  putting  them  in  envelopes  or  giving  them  to  the 
bundlers  for  wrapping.  The  earlier  store  organization  plans 
provided  central  offices  to  which  cash  or  errand  boys  and  girls 
carried  the  goods  sold,  the  sales  slips  and  money,  and  from 
which  they  delivered  the  wrapped  bundle  and  the  customer's 
change.  Sometimes  there  were  overhead  trolley  systems  by 
which  baskets  of  merchandise  and  cash  carriers  were  delivered 
and  returned  from  the  central  offices.  Another  common  plan 
which  is  found  in  many  Boston  stores  is  that  by  which  the 
making  of  change  and  examining  of  sales  slips  is  done  in  a 
central  office  which  connects  with  store  departments  by  an 
elaborate  pneumatic  tube  system  of  cash  carriers.  The  sales- 


60  TRAINING  FOE  STORE  SERVICE 

people  slip  the  articles  sold  into  clasp  envelopes  and  deliver 
them  to  waiting  customers,  or  send  larger  purchases  to  the 
wrapping  desks  located  nearest  their  departments. 

Decentralizing  the  Cash  System 

A  rapid  decentralization  of  the  cash  system  is  being  brought 
about  in  the  Boston  stores  by  the  increasing  use  of  cash  regis- 
ters and  by  installing  floor  cashiers  or  cash  desks  in  or  near 
each  department.  In  all  cases  where  the  wares  sold  are  not 
bulky  and  the  amounts  of  the  sales  are  small,  it  is  possible  for 
the  salespeople  to  complete  the  transactions  by  the  use  of  cash 
registers  and  envelope  wrappers.  This  means  prompt  de- 
livery to  the  customer  and  greatly  lessened  cost  of  service. 
The  local  or  departmental  cashiers  are  supplied  each  day  with 
a  sum  of  money  with  which  to  make  change,  and  also  are 
usually  connected  with  a  central  office  by  means  of  the  pneu- 
matic tube  system.  Frequently  they  are  assisted  by  inspectors 
or  examiners,  though  in  smaller  departments  one  person  is 
able  to  make  change  and  wrap  the  parcels.  These  local  cashier 
stations  greatly  reduce  the  confusion  and  delay  in  handling  the 
packages  delivered  to  customers  and  there  is  less  danger  of 
mistakes  in  wrapping  the  goods. 

Characteristics  of  Inspectors,  Examiners,  or  Checkers 

Quickness,  accuracy  and  attention  to  details  are  necessary  in 
this  work,  and  there  seems  to  be  a  general  assumption  that 
these  qualifications  are  more  often  found  in  young  women,  as 
74  of  the  75  young  persons  of  our  sample  group  who  reported 
this  work  were  females.  Nearly  two-thirds  (62.4  per  cent) 
of  these  workers  were  between  the  ages  of  16  and  18,  and  only 
28  per  cent  were  less  than  16  years  old.  Over  60  per  cent  had 
high  school  training  and  only  7  per  cent  had  left  school  before 
reaching  the  eighth  grade. 

Age  and  Schooling  of  Cashiers 

Somewhat  greater  maturity  and  training  are  required  for 
cashiers  than  for  the  inspectors  and  examiners  who  assist  in 
their  work.  Only  1  in  8  (13  per  cent)  was  less  than  16  years 
of  age,  and  the  number  who  were  18  to  21  years  old  (41.6  per 
cent)  was  almost  as  great  as  that  of  the  16  to  18  group.  Here 


OCCUPATIONAL  DISTRIBUTION  61 

again  females  rather  than  males  are  selected  for  the  work  as 
43  of  the  45  cashiers  were  young  women.  In  no  case  was  a 
young  person  who  had  failed  to  reach  the  eighth  grade  em- 
ployed as  a  cashier  and  over  half  (54.5  per  cent)  had  com- 
pleted three  or  more  years  of  the  secondary  schools. 

^COMMENTS  OF  STORE  OFFICIALS  ON  EXAMINEES  AND  CASHIERS 

Qualifications  Desired.  Much  the  same  qualifications  are 
desired  in  successful  examiners  and  cashiers.  Quiet  manners 
and  a  disposition  to  attend  strictly  to  business,  combined  with 
quickness,  accuracy  and  capacity  to  care  for  details,  are  the 
traits  that  are  desired  in  the  young  women  engaged  in  these 
occupations. 

Undesirable  Employees 

The  first  report  describes  an  examiner  whose  work  was 
satisfactory  but  whose  personal  habits  prevented  rapid  pro- 
motion : 

" is  a  very  careful,  quick  examiner.     Her  work  is 

very  well  done  in  every  way.  *  *  *  Is  rather  loud  talking 
and  needs  to  overcome  that  *  *  *  will  be  cashier  for  the 
next  year  or  two." 

The  report  on  a  girl  who  is  about  to  lose  her  job  reads : 

" has  been  handling  cash  and  has  had  a  lot  of  short- 
ages, so  I  had  to  take  the  cash  box  away  from  her.  Has  good 
interest;  simply  careless  and  slow.  She  will  last  out  the 
Christmas  holidays  and  that  is  all." 

The  head  cashier  found  means  of  remedying  the  unbusi- 
nesslike habits  of  the  next  case : 

—  often  has  to  be  called  up  closely  on  her  habits ; 
sometimes  she  chews  gum  and  such  things.  *  *  Often  had 
visitors  at  her  desk,  (Transferred  to  a  desk  inaccessible  to 
visitors)  *  *  now  does  not  ha  ye  any  more  people  come  to 
see  her  but  applies  herself  closely. ' ' 

Satisfactory  Cashiers 

"She  is  a  quiet  girl  who  tends  to  her  business  all  the  time 

has  never  been  taxed  to  her  greatest  capacity,  but  gets 

things  done  and  does  not  let  anything  slide  by.    Is  careful  and 


62  TRAINING  FOR  STORE  SERVICE 

accurate.  Is  not  one  who  runs  the  minute  the  bell 

rings  but  sees  that  her  work  is  all  cleared  up." 

former  auditing  office  clerk.     Not  very  neat  or 

attractive,  but  gets  along  well  with  the  girls.    Her  future  is  in 
cashiering. ' ' 

"Is  well  liked  among  her  salespeople.  *  *  *  Does  not 
show  any  particular  initiative  but  has  a  lot  of  energy  and  is 
attentive  and  on  the  job.  Her  future  is  hardly  selling  but 
she  would  make  a  good  clerical. ' ' 

A  Cashier-with  a  Bright  Future 

" is  a  girl  who  can  do  any  two  girls'  work.    *    *    * 

I  consider  her  a  wonder.  Has  very  good  physique,  neat  and 
nice  looking.  'Tends  to  her  business  and  works  hard  all  the 
time.  Seems  to  be  able  to  turn  out  any  amount  of  work.  Is 
one  of  the  most  insistent  cashiers  we  have  as  far  as  rules  go 
shows  good  initiative  and  is  very  observing.  *  *  * 
Is  very  careful  about  her  desk,  neat  and  mechanical  *  *  * 
would  make  an  unusually  pleasant  saleswoman,  and  one  people 
would  like  to  come  to." 

Delivery 

A  surprisingly  small  number  of  our  sample  group  of  juve- 
niles— only  32  in  1,000 — were  employed  in  the  delivery  of  mer- 
chandise. Over  half  (19  in  30)  of  the  delivery  positions  of 
our  sample  group  were  in  the  packing  rooms  where  the  work 
was  much  like  that  of  the  girl  bundlers.  An  outline  of  the 
processes  through  which  a  parcel  passes  before  reaching  the 
door  of  its  purchaser  will  show  the  duties  of  other  persons 
connected  with  the  delivery  department. 

Collectors  gather  the  bundles  from  the  wrapping  or  cashier 
desks  and  take  them  to  the  central  delivery  rooms.  A  chute 
may  be  used  for  some  parcels,  but  delicate  or  breakable 
articles  are  carried  to  the  expert  packers  who  prepare  them 
for  safe  transportation.  A  revolving  belt  may  be  used  to 
expedite  the  work  of  sorting  the  packages.  Special  delivery 
and  C.  O.  D.  parcels  must  be  set  aside  for  prompt  attention, 
and  in  some  stores  all  bundles  that  are  charged  are  held  until 
the  accounts  of  persons  to  whom  they  are  addressed  have  been 


OCCUPATIONAL  DISTRIBUTION  63 

investigated.  The  sales  checks  and  shipping  tickets  of  the 
bundles  are  carefully  verified.  When  parcels  are  ready  to 
send  out,  the  sorters  distribute  them  to  the  "drivers'  bins," 
which  hold  the  goods  assigned  to  the  different  delivery  routes 
which  cover  the  city  and  its  suburbs.  Bookers  must  prepare 
records  showing  what  goes  into  each  load  and  what  collections 
will  be  due  on  the  C.  0.  D.  parcels.  The  drivers  and  chauffeurs 
and  their  assistants  then  become  responsible  for  the  delivery 
or  safe  return  of  their  consignments. 

Quick-witted,  responsible  workers  are  required  for  much 
of  this  work,  so  that  the  younger  juveniles  are  employed  chiefly 
as  assistants  to  older  men.  Among  155  positions  held  by  male 
store  employees  when  21  years  old,  the  following  were  in  the 
delivery  department :  2  collectors,  5  porters,  7  team  boys  and 
auto  helpers,  2  drivers  and  chauffeurs.  Half  of  the  32  de- 
livery department  employees  of  our  14-to-21-year-old  juveniles 
were  in  the  16  to  18  age  group  and  a  third  (11)  were  over  18. 
Three-fourths  had  left  school  after  completing  the  elementary 
course,  or  the  first  year  of  the  secondary  schools. 

Chances  of  Promotion  in  the  Delivery  Department 

An  inside  worker  who  is  energetic  and  knows  how  to  handle 
men  may  obtain  a  supervisory  position  in  the  shipping  rooms. 
The  report  on  an  assistant  in  line  for  this  promotion  reads : 

" handles  men  well  and  is  sure  to  get  a  day's  work  out 

of  them.  He  will  always  try  to  get  the  best  results  out  of 
people  and  is  on  the  job  every  minute. "  Helpers  on  the  de- 
livery wagons  and  automobiles  must  learn  their  routes,  and 
prove  themselves  to  be  thoroughly  responsible  before  they 
can  be  trusted  with  loads  of  expensive  goods.  Usually  they 
are  required  to  give  bonds,  so  that  the  stores  will  be  protected 
from  losses  due  to  dishonesty  or  carelessness. 

ie  COMMENTS    SHOWING    QUALIFICATIONS    DESIEED    FOB    VARIOUS 
MISCELLANEOUS  POSITIONS 

A  man  who  wished  an  executive  position  was  found  unsuit- 
able, "because  people  do  not  care  for  him.  His  habits  are 
good,  but  he  has  a  repulsive  personality  and  bad  manners. " 

A  woman  with  executive  ability,  though  not  of  an  engaging 


64  TRAINING  FOE  STORE  SERVICE 

personality,  is  described  thus:  "Is  very  ambitious.  Is  of  the 
fighting  ambitious  kind,  and  right  on  the  job.  *  *  *  If  any- 
thing is  wrong  about  the  merchandise,  she  notices  it  and 
speaks  of  it.  Has  been  doing  a  very  good  job  and  I  feel  she 

will  make  a  good .  Has  no  close  friends.  Wont  stand 

for  a  shirker.  Does  her  own  work  and  wants  everyone  else 
to  do  theirs. " 

The  qualifications  desired  in  a  window  decorator  are  shown 
in  the  report:  "He  is  an  artist,  a  fine  decorator  with  original- 
ity and  good  taste.  Gets  things  done  without  friction  or  com- 
plaint. Is  full  of  energy  and  has  great  interest  in  his  work 
and  is  always  willing.  *  He  is  a  natural  born  leader 

among  people  and  his  men  all  like  him.  He  is  certainly  capable 
of  holding  down  a  real,  good  job." 

Here  is  a  pen  portrait  of  a  model  elevator  operator : ' ' 

is  more  than  courteous  to  people.  Seems  to  call  out  the  floors 
in  a  very  attractive  way,  almost  as  if  to  invite  people  to  get 
off.  A  great  many  people  come  to  me  and  speak  to  me  about 
him, — what  a  careful,  good,  all-around  man  he  is. ' ' 

^EMPLOYEES   OF   RESTAURANTS  AND   MANUFACTURING  DEPARTMENTS 

Consideration  of  the  personal  characteristics  desired  and  of 
the  vocational  training  needed  by  juveniles  employed  in  the 
restaurants  and  manufacturing  departments  of  great  stores 
will  be  given  little  attention  in  this  study,  because  these  sub- 
jects belong  properly  in  other  fields  of  vocational  education. 
Girls  trained  in  the  needle  trades  may  find  work  in  the  altera- 
tion and  millinery  rooms ;  and  boys  may  use  their  knowledge 
of  carpentry,  plumbing  and  electric  wiring,  in  the  making  of 
furniture  and  installing  of  household  equipment  or  decora- 
tions. The  training  and  qualifications  of  restaurant  workers 
differ  radically  from  those  of  store  employees,  and  must  be 
considered  in  a  separate  study.  Girls  employed  in  the  mil- 
linery and  alterations  rooms  and  an  occasional  waitress  may 
be  promoted  to  regular  store  positions,  but  the  majority  of  the 
persons  found  in  the  restaurants  and  manufacturing  depart- 
ments are  of  somewhat  different  types  from  those  who  make 
satisfactory  mercantile  workers. 


CHAPTER  V 

SHIFTING  OF  YOUNG  STORE  WORKERS 

Introduction 

Shifting,  or  changing  from  one  position  to  another,  by  young 
store  workers  whose  experiences  were  studied  in  the  course  of 
this  investigation,  may  be  compared  to  the  activities  of  an 
intricate  piece  of  machinery  with  a  general  movement  of  its 
own,  and  having  wheels  within  wheels,  all  going  at  varying 
speeds.  The  general  movement  was  supplied  by  war-time 
economic  changes;  the  industrial  depression  of  1915  was  fol- 
lowed by  an  outburst  of  manufacturing  in  the  latter  part  of 
1916.  High  wages  were  enticing  many  new  workers  into  the 
factories  during  the  months  when  our  investigators  were  try- 
ing to  locate  the  young  persons  of  the  sample  group.  Some 
months  later  the  business  of  the  stores  was  increased  by  the 
resulting  greater  purchasing  power  of  wage  earners.  The  ebb 
and  flow  of  store  workers,  while  subject  to  these  general  eco- 
nomic changes,  were  influenced  also  by  the  usual  seasonal 
variations  in  the  demands  for  merchandise,  and  by  differences 
in  the  types  of  stores,  and  in  the  sexes,  ages,  occupations  and 
personal  characteristics  of  the  young  workers.  While  many 
of  these  forces  were  acting  simultaneously,  it  will  be  necessary 
for  the  sake  of  simplicity  to  treat  them  serially. 

Sources  of  Information 

Four  sources  of  information  supplied  the  data  used  as  the 
basis  for  our  discussion ;  differences  in  the  value  and  scope  of 
this  information  have  made  it  difficult  to  present  a  well-defined 
picture,  but  the  evidence  is  sufficient  to  permit  reliable  esti- 
mates of  the  amount  of,  the  routes,  the  seasonal  variations  and 
the  reasons  for  these  vocational  shiftings. 

(1)  The  certificates  which  are  obtained  at  the  time  of  enter- 
ing upon  each  position  have  been  our  most  important  sources 
of  information.  It  is  particularly  easy  to  follow  the  fluctua- 
tions in  the  amount  of  store  work  done  by  children  fourteen 

65 


66  TRAINING  FOE  STORE  SERVICE 

to  sixteen  years  old,  since  both  the  employers  and  the  occupa- 
tions are  reported  on  the  certificates  obtained  with  every 
change  of  position.  The  sample  group  of  educational  certifi- 
cates supplied  information  about  the  experiences  of  over  1,500 
young  persons  who  had  held  positions  in  stores  when  19  to  21 
years  old,1  but  since  the  law  requiring  the  certification  of 
young  persons  of  16  to  21  was  not  strictly  enforced,  it  is  prob- 
able that  the  certificates  on  file  do  not  give  a  complete  history 
of  their  working  experiences. 

(2)  Application  schedules  of  candidates  for  store  positions 
supplied  a  second  source  of  information  about  shifting.  These 
vocational  histories  of  persons  employed  or  seeking  employ- 
ment were  found  in  several  establishments.    One  large  store 
placed  at  our  disposal  a  double  file  of  such  records ;  one  which 
was  called  the  "live"  file  contained  the  schedules  for  persons 
then  in  the  employ  of  the  firm,  and  the  second  known  as  the 
"dead"  file  had  similar  records  for  young  persons  who  had 
left.    Since  this  firm  required  every  applicant  to  account  for 
all  his  time  since  leaving  school,  and  since  all  statements  of 
previous  employment  were  carefully  verified  by  the  employ- 
ment department,  there  could  be  no  question  about  the  com- 
pleteness and  reliability  of  the  information.    But  here  again 
the  data  must  be  used  with  some  reservations  because  this 
store  had  educational  requirements  above  the  average,  so  that 
it  is  probable  that  the  bulk  of  our  application  schedule  infor- 
mation applied  to  young  persons  with  somewhat  shorter  work- 
ing experiences  than  were  characteristic  of  the  entire  body  of 
young  store  workers. 

(3)  Pay-roll  records  were  used  to  determine  the  length  of 
service  in  the  employing  firms,  and  the  months  of  entering 
and  leaving  service.    These  records  also  supplied  the  employ- 
ers' reports  of  reasons  for  shifting.     Such  written  records 
were  rarely  found  in  the  smaller  establishments. 


Massachusetts  laws  require  "employment  certificates"  for  all  working 
minors  14  to  16  years  old,  and  "educational  certificates"  for  young  persons  over 
16  and  under  21  years  of  age  employed  in  factory,  workshop,  manufacturing, 
mechanical,  or  mercantile  establishments.  We  used  the  expired  educational  cer- 
tificates of  juveniles  who  reached  their  twenty-first  birthdays  between  July  1, 
1915,  and  June  30,  1916.  There  were  6395  young  persons  in  this  sample  group 
of  whom  1530  had  been  employed  in  mercantile  establishments. 


SHIFTING  OF  YOUNG  STORE  WORKERS        67 

(4)  The  number  of  young  persons  of  the  sample  group  who 
were  found  by  our  field  workers  at  the  last  place  to  which  they 
had  been  certificated  was  another  index  of  the  amount  of  shift- 
ing. However,  as  already  stated,  the  investigation  was  made 
during  months  when  there  was  an  abnormal  tendency  to  seek 
the  highly  paid  war  work.  Visits  were  made  to  the  homes  of 
a  small  group  who  showed  an  exceptional  instability  in  their 
vocational  experiences. 

The  Amount  of  Shifting 

The  minimum  shifting  tendency  is  that  shown  by  the  certifi- 
cates of  the  19  to  21  year  old  sample  group :  of  1,530  young 
persons  whose  last  educational  certificates  authorized  work 
in  the  types  of  stores  studied,  1,137  or  74  per  cent  had  held  but 
one  certificate  between  September,  1913,  and  July,  1916.  Ap- 
parently all  the  shifting  had  been  confined  to  26  per  cent  or 
about  one-fourth  of  the  young  persons  of  the  sample  group. 
The  numbers  of  positions  which  they  had  held  varied,  as  three- 
fifths  had  received  only  2  certificates,  one-fifth  3  and  the  other 
fifth  from  4  to  14.  Those  whose  certificates  indicated  more 
than  one  employer  for  each  year  comprised  but  4.7  per  cent 
of  the  entire  group.  The  clothing  stores  and  miscellaneous 
group  of  smaller  stores  had  a  more  stable  working  force  than 
the  department,  dry  goods  and  five-and-ten-cent  stores.  This 
relatively  small  amount  of  shifting  in  the  sample  group  of 
young  persons  19  to  21  years  old  suggests  that  the  positions  of 
store  workers  may  become  fairly  stable  in  the  later  adolescent 
years.2  The  evidence  of  the  certificates  is  corroborated  by  the 
results  of  an  investigation  by  the  United  States  Bureau  of 
Labor  Statistics;  reports  from  over  a  thousand  women  reg- 
ularly employed  in  Boston  retail  stores  indicated  that  90  per 
cent  had  held  positions  in  but  one  store  during  the  year  ending 
July  31, 1914.3  This  was  true  also  of  65  per  cent  of  those  who 
had  served  only  as  extras,  and  of  50  per  cent  of  those  who  had 
been  both  regular  and  extra  employees.4 


lThe  application  schedules  which  gave  the  work  records  of  an  earlier  and 
longer  age  period,  i.  e.,  from  the  age  of  leaving  school  until  21,  indicated  a 
larger  amount  of  shifting. 

"Unemployment  Among  Women  in  Department  and  Other  Retail  Stores  of 
Boston,  p.  23,  Bulletin  182,  U.  S.  Bureau  of  Labor  Statistics. 

4Ibid.,  pp.  58,  47. 


68  TRAINING  FOR  STORE  SERVICE 

This  evidence  of  stability  of  employment  given  by  the  rela- 
tively small  number  who  held  certificates  for  more  than  one 
employer  when  they  were  19  to  21  years  old,  and  by  the  reports 
of  investigations  during  the  year  before  the  outbreak  of  war, 
was  contradicted  by  the  fact  that  only  a  third  of  the  sample 
group  could  be  located  on  October  first,  1916,  at  the  stores 
which  their  certificates  indicated  to  be  the  last  places  of  em- 
ployment before  reaching  adult  years.  The  probable  explana- 
tions of  the  discrepancy  seem  to  be, — (1)  laxity  in  the  adminis- 
tration of  the  certification  law  which  permits  an  increasing 
carelessness  of  the  older  adolescent  group,  resulting  in  the 
failure  to  register  all  their  employment  adventures;  and  (2) 
the  business  depression  of  1915,  the  enforcement  of  the  mini- 
mum wage  for  women  store  workers  in  January,  1916,  and  the 
remarkable  development  of  war  industries  in  the  latter  part 
of  1916,  combined  to  produce  an  unusual  tendency  for  store 
workers  to  lose  or  abandon  their  positions. 

The  total  certificates  issued  during  this  period  to  wage 
earning  minors  supply  an  index  of  their  employment,  and  the 
reissued  certificates  show  roughly  the  amount  of  their  shifting. 
The  increase  between  1915  and  1916  in  the  number  of  work 
certificates  obtained  by  juveniles  was  7,591,  or  107.6  per  cent, 
for  the  children  of  14  to  16,  and  10,583,  or  38.2  per  cent,  for  the 
young  persons  of  16  to  21.  The  shifting  or  reissued  certificates 
of  the  latter  group  increased  by  9,466,  or  57.5  per  cent,  so  it  is 
evident  that  1916  was  a  period  of  great  economic  readjust- 
ment. That  the  current  was  setting  away  from  the  stores  is 
shown  by  the  disappearance  of  two-thirds  of  the  young  store 
workers  of  our  sample  group  and  by  changes  in  the  percentage 
of  children  of  14  to  16  who  obtained  certificates  authorizing 
them  to  work  in  stores.  The  number  of  such  certificates  in- 
creased by  658,  or  28.7  per  cent,  but  at  the  same  time  the  num- 
ber of  certificates  authorizing  work  in  factories  and  workshops 
increased  by  6,333  or  276.2  per  cent.  If  the  total  certificates 
issued  are  divided  into  three  groups  authorizing  work  in  (1) 
factories  and  workships,  (2)  stores,  and  (3)  offices  and  all 
other  places  of  employment,  a  radical  change  in  the  war-time 
distribution  of  the  certificates  will  be  noticed.  Between  1915 


SHIFTING  OF  YOUNG  STORE  WORKERS        69 

and  1916  the  certificates  authorizing  employment  in  stores  and 
in  offices  decreased  12.6  and  13.8  per  cent  respectively,  while 
•  those  issued  for  factory  work  increased  26.4  per  cent.  In  the 
busy  season  of  1916  there  were  over  twenty-five  thousand 
more  workers  employed  in  Boston  industries  than  had  been  in 
the  factories  during  the  previous  year.5  The  decrease  in  school 
-attendance  which  began  at  this  time  indicates  that  many  of  the 
new  workers  were  children,6  but  the  chief  increases  in  the  num- 
bers of  certificates  issued  were  due  to  the  excessive  shifting  of 
this  period.  In  the  absence  of  any  recognized  agencies  for  deal- 
ing with  such  an  economic  crisis,  the  readjustments  were 
effected  by  means  of  increased  demands  expressed  in  offers  of 
higher  wages  for  factory  work,  and  greater  supply  made  pos- 
sible by  the  restlessness  of  youth,  discontent  with  wages  and 
chances  of  employment,7  and  the  lack  of  business  loyalties 
which  result  from  the  careless  and  impersonal  policies  of  many 
large  mercantile  establishments. 

The  varying  potency  of  these  latter  forces  is  shown  by  the 
ability  of  different  types  of  stores  to  retain  the  young  work- 
ers who  had  enlisted  in  their  services  before  the  culmination 
of  the  wartime  changes.  The  great  department  stores  with 
their  diversified  and  slightly  skilled  positions,  and  seasonal 
variations  in  business,  employed  workers  with  little  vocational 
stability,  as  but  66.6  had  held  one  certificate  and  only  21  per 
cent  were  found  with  the  firms  for  which  their  last  certificates 
were  issued.  The  Boston  dry  goods  stores  retained  the  high- 
est percentage  of  the  certificated  group,  as  half  were  found 
present  on  October  first,  but  the  suburban  firms  complained 
bitterly  of  the  disposition  of  their  young  employees  to  leave 
them  as  soon  as  they  learned  enough  about  the  business  to  be 
useful,  and  their  percentage  of  faithful  workers  was  only  half 
that  of  the  dry  goods  stores  in  the  city  proper.  The  percent- 
age of  stability  of  the  clothing  stores  fell  between  that  of  the 
-department  and  dry  goods  stores,  but  the  variations  within 
the  group  were  so  great  that  it  has  little  significance.  Differ- 


"Census  of  Manufactures,  1915,  p.  36;  1916,  p.  36. 

"Statistics  of  school  attendance  are  given  in  the  sketch  on  "War-time  Child 
Labor  in  Boston,"  Child  Labor  Bulletin,  November,  1918,  pp.  186-190. 
TReasons  for  leaving  store  positions  are  given  in  Table  3,  p.  78. 


70  TRAINING  FOR  STORE  SERVICE 

ences  in  ability  to  retain  employees  between  stores  of  the  same 
type  suggest  that  care  in  selecting  employees,  the  wages  paid 
and  firm  policies  in  dealing  with  their  workers  are  more  signifi- 
cant factors  in  determining  the  degree  of  stability  in  employ- 
ment than  the  size  and  location  of  the  store  or  kind  of  mer- 
chandise. 

Variations  between  the  Sexes  in  the  Amount  of  Shifting 

There  were  marked  differences  between  the  sexes  in  the* 
amount  of  shifting.  The  verified  application  schedules  giving 
complete  wage-earning  experiences  showed  that  the  boys  had 
averaged  2.37  and  the  girls  1.63  positions  before  entering  the 
firms  where  they  were  last  known  to  be  employed.  The  wage- 
earning  histories  supplied  by  young  persons  who  were  21  years 
old,  covering  all  the  experiences  of  their  minorities,  bring  out 
the  differences  more  clearly,  as  the  boys  averaged  3.31  and  the 
girls  2  positions.8  Reports  of  the  members  of  the  sample  group 
retaining  their  positions  show  the  same  tendency,  as  35.2  per 
cent  of  the  girls  and  24.1  per  cent  of  the  boys  were  found  at  the- 
addresses  given  on  their  last  certificates.  However,  the  young 
men  showed  greater  stability  in  2  department  and  2  dry  goods 
stores,  and  this  was  true  also  of  the  jewelry  stores,  where  men 
strengthen  their  vocational  outlook  by  learning  stone  setting 
or  jewelry  repairing. 

Characteristics  of  Extreme  Shifters 

An  effort  was  made  to  discover  the  characteristics  of  the 
young  persons  whose  wage  earning  records  diverged  widely 
from  the  average ;  visits  were  made  to  the  homes  of  31  of  the 
sample  group  whose  numerous  certificates  indicated  highly 
varied  business  careers,  and  the  young  persons  or  their  rela- 
tives were  questioned  in  order  to  discover  the  reasons  for 
their  frequent  changes  of  employment.  These  extreme  shift- 
ers did  not  constitute  a  homogeneous  group,  but  scattered  in 
both  directions ;  on  one  hand  were  the  defective  and  degenerate 
who  were  unable  to  hold  their  places  and  on  the  other  were  the 


The  difference  in  the  vocational  stability  of  the  two  sexes  is  somewhat  less 
than  appears  from  these  percentages,  as  studies  of  the  ages  when  school  is  left 
made  in  our  Research  Department  show  that  girls  go  to  work  one  to  two  years 
later  than  boys.  See  Tables  2-a  and  2-b. 


SHIFTING  OF  YOUNG  STORE  WORKERS        71 

alert  and  capable  who  never  missed  a  chance  to  better  their 
wages  or  positions.  Typical  cases  were  2  who  were  constitu- 
tionally inferior, — one  epileptic  and  one  deaf, — both  of  whom 

TABLE    2-a.     NUMBER    OF    POSITIONS    HELD    BY    168    BOYS   PREVIOUS   TO 
ENTERING  THE  LAST  KNOWN   PLACE  OF  EMPLOYMENT,   DISTRIBUT- 
ED BY  AGE  ON  ENTERING  THE  FIRM,   BASED  ON  VERIFIED 
APPLICATION  SCHEDULES 

Average 

Number      Total         Number  Number  of  Previous  Positions 

Age  on  Entering  the  Firm          of         Number  of  6 

Young          of  Positions  and 

Persons  Positions  Per  Person  None     12345  More 


Under  18  ye? 
18  years  and 
19  years  and 
20  years  and 
21  years  and 

irs  .  . 

13 
84 
27 
18 
26 

21 

171 
74 
45 
86 

1.62 
2.04 
2.74 
2.50 
3.31 

3 

8 
2 
2 

4 
21 

4 
4 

7 

4  .. 
27  20 
5   6 
6   2 
2  5 

1 
5 
8 
1 
5 

1 
2 
2 
1 
3 

'i 
'2 

4 

under 
under 
under 
under 

19,  
20  
21,  
22  

TABLE    2-b.     NUMBER   OF   POSITIONS   HELD   BY    252    GIRLS   PREVIOUS   TO 
ENTERING  THE  LAST  KNOWN  PLACE  OF   EMPLOYMENT,   DISTRIBUT- 
ED BY  AGE  ON  ENTERING  THE  FIRM.     BASED  ON  VERIFIED 
APPLICATION    SCHEDULES 


Age  on  Entering  the 
Total 

Firn 

i 

Number 
of 
Young 
Persons 
252 

Total 
Number 
of 
Positions 
413 

Average 
Number  I 
of 
Positions 
Per  Person 
1  64 

•Jumbo 

None 
45 

rof 

1 

H9 

Pr 

2 
7*> 

3V1C 

3 

97 

us  ] 

4 
17 

Positions 
6 
and 
5  More 
5      1 

Under  18  years  .  .  . 

21 

22 

1  05 

6 

q 

*> 

1 

18  years  and  under 
19  years  and  under 
20  years  and  under 
21  years  and  under 

19, 
20, 
21, 
22, 

.      136 
31 

24 
40 

213 
52 
46 
80 

1.57 
1.68 
1.92 
2.00 

20 
8 
4 

7 

49 
11 
6 

7 

44 
4 
7 
15 

16 
3 
4 
3 

7 
3 
1 
6 

'i    'i 

2    .. 

2     .. 

shifted  about  because  unable  to  compete  with  those  of  better 
endowment.  One  boy  naturally  was  a  "bum"  and  never  stuck 
to  anything  more  than  a  few  weeks.  Three  girls  also  had 
restless  spells :  one  left  position  after  position  and  when  last 
heard  from  was  about  to  become  an  unmarried  mother;  an- 
other tried  numerous  occupations  including  soap,  razor  and 
shoe  manufacturing;  while  a  third,  a  descendant  of  sea  cap- 
tains, finally  found  satisfaction  as  a  migrating  waitress.  Of 
the  poorly  trained,  one  Jewess  felt  little  compulsion  to  work 
because  her  sisters  earned  enough  to  supply  the  family  needs, 
but,  prodded  by  her  mother,  she  occasionally  took  a  temporary 
position.  A  boy,  raised  by  his  grandmother  and  educated  in 
private  schools,  visited  relatives  in  the  summer  and  did  odd 
jobs  in  the  winter.  Enterprising  young  persons  who  desired 
to  "better  themselves "  formed  the  largest  group,  but  even  this 
desire  occasionally  ran  rampant,  as  in  one  boy  who  held  five 
jobs  between  December  and  the  following  October. 


72  TRAINING  FOE  STORE  SERVICE 

Other  Occupations  of  Young  Store  Workers 

Positions  held  before  receiving  the  last  educational  certifi- 
cate, or  before  filling  the  application  forms,  were  but  slightly 
influenced  by  war-time  changes  in  the  distribution  of  labor,  so 
that  the  records  used  in  the  investigation  give  a  typical  picture 
of  the  vocational  migrations  of  the  young  persons  who  were 
registered  in  stores  when  nearing  their  twenty-first  birthdays. 
Of  the  689  previous  certificates  issued  to  1,476  young  men  and 
women,9  more  than  half  authorized  employment  in  stores,  a* 
quarter  were  for  non-metal  manufacturing,  and  the  other 
quarter  were  divided  between  metal  manufacturing,  various 
skilled  trades,  food  industries,  and  miscellaneous  businesses/ 
A  similar  distribution  is  found  in  the  four  subdivisions  of  the 
selling  group,  namely:  (1)  Department  and  dry  goods,  (2) 
Clothing  and  specialty,  (3)  Five-and-Ten-Cent,  and  (4)  Other 
stores,  but  the  clothing  stores  employed  a  slightly  higher  pro-' 
portion  of  workers  with  earlier  selling  experience.  One-fourth 
of  the  previous  certificates  of  the  employees  of  each  type  of 
store  authorized  employment  in  non-metal  manufacturing  es- 
tablishments. Since  the  term  includes  many  firms  manufactur- 
ing clothing  and  other  commodities  sold  in  the  stores  where 
later  positions  were  found,  this  seems  a  natural  line  of  promo- 
tion. The  higher  proportion  of  previous  employment  in  the 
metal  manufacturing  and  skilled  trades  of  workers  last  found 
in  the  group  of  miscellaneous  stores  may  be  explained  by  the 
fact  that  a  larger  percentage  of  this  group  were  boys.10 

The  distribution  of  the  previous  positions  reported  on  the 
application  forms  of  420  store  workers  differed  but  slightly 
from  that  of  the  certification  records;  half  were  in  other 
stores,  but  relatively  to  the  total  number  in  the  group,  only 
half  as  many  as  in  the  larger  group  had  been  in  non-metal 
manufacturing,  twice  as  many  had  been  in  the  food  industries, 
and  ten  times  as  many  in  miscellaneous  occupations.  The  fact 
that  the  firm  to  which  applications  were  made  had  a  restau- 
rant, an  employee's  lunch  room  and  a  soda  fountain  ex- 


9Full  explanations  of  the  requirements  of  the  Massachusetts  law,  and  details 
of  our  sample  group,  will  be  found  in  Appendix  I. 

"Fifty-one  per  cent  compared  with  24.5  per  cent  for  the  department  stores, 
39.4  per  cent  for  the  specialty,  and  none  for  the  5-and-10-cent  stores. 


SHIFTING  OF  YOUNG  STORE  WORKERS        73 

plains  the  larger  proportion  drawn  from  the  food  industries ; 
while  the  miscellaneous  group  of  previous  positions  includes 
those  occupations  such  as  office  work  and  domestic  service,  for 
which  certificates  are  not  required. 

The  percentage  distribution  of  the  previous  certificates  of 
the  young  persons  last  employed  by  non-selling  firms  is  the 
reverse  of  that  of  the  store  employees.  Of  the  2,292  earlier 
certificates  obtained  by  them,  54  per  cent  were  for  non-metal 
manufacturing  and  19  per  cent  for  selling,  or  the  young  per- 
sons whose  last  juvenile  positions  were  in  stores  had  held 
relatively  twice  as  many  previous  store  positions  and  half  as 
many  factory  positions  as  the  young  persons  who  were  cer- 
tificated for  other  than  store  work  just  before  reaching  their 
twenty-first  birthdays. 

The  tendency  of  the  retail  selling  group  to  shift  from  one 
store  position  to  another  rather  than  into  non-selling  busi- 
nesses is  shown  also  by  an  examination  of  the  entire  number 
of  certificates  issued  for  each  business,  the  proportion  which 
were  last  certificates  and  previous  certificates  and  the  propor- 
tion of  the  previous  certificates  which  authorized  employment 
in  stores.  As  the  selling  group  comprises  24  per  cent,  or 
roughly  speaking,  a  quarter  of  the  total  group,  if  the  previous 
certificates  issued  for  each  business  were  distributed  by  chance 
among  the  different  groups,  in  each  case  a  quarter  would  have 
been  issued  to  young  persons  last  certificated  for  selling.  As 
a  matter  of  fact  53.8  per  cent  of  previous  certificates  issued  for 
stores,  18.2  per  cent  of  those  issued  for  non-metal  manufactur- 
ing, 15  per  cent  for  metal  manufacturing,  18.3  per  cent  for 
trades,  25.2  per  cent  for  food  industries,  29.3  per  cent  for 
miscellaneous  and  15.6  per  cent  for  unknown,  were  issued  to 
young  persons  last  certificated  for  stores ;  or  the  sellers  have 
much  more  previous  selling  experience  and  less  experience  in 
other  businesses,  especially  unskilled  factory  work,  than  a 
simple  chance  distribution  would  give  them.  This  is  shown  in 
Chart  IV,  where  the  bars  represent  the  total  number  of  cer- 
tificates issued  to  each  group  of  businesses,  the  blank  portion 
the  number  of  these  which  were  last  certificates,  the  shaded 
portion  the  number  which  were  previous  certificates  and  the 


74 


TRAINING  FOR  STORE  SERVICE 


solid  black  the  proportion  which  were  previous  certificates 
authorizing  work  in  stores.  It  will  be  seen  that  about  half  of 
the  shifting  of  the  young  persons  was  a  change  of  employer 
rather  than  of  business  or  occupation. 

Shifting  Due  to  Seasonal  Variations  in  the  Opportunities  for 

Employment  in  Stores 

The  entire  force  of  retail  department,  dry-goods  and  cloth- 
ing store  employees  is  kept  in  a  more  or  less  unstable  condi-- 
tion  because  of  continual  changes  due  to  seasonal  variations  in 
the  demands  for  the  commodities  which  they  handle.  Each 
year  has  four  shopping  seasons:  summer  clothing  must  be 
bought  in  the  spring  and  winter  clothing  in  the  fall ;  Christmas 
brings  the  heaviest  buying  of  the  year,  when  there  are  de- 
mands for  the  miscellaneous  goods  sold  in  department  stores- 
and  for  extra  clothing  to  be  used  as  gifts ;  an  artificial  shop- 
ping season  is  created  in  January  by  special  sales  in  which 
shop-worn  stocks  are  cleared  away  preparatory  to  another 
round  of  business. 


CHART  IV 

DISTRIBUTION  OF  TOTAL  NUMBER  OF  CERTJFICATES  ISSUED  TO  6385  YOUNG  PERSONS  BY  BUSINESSES, 
DIVIDED  INTO  LAST  CERTIFICATES  AND  PREVIOUS  TO  LAST  CERTIFICATES;  AND  SHOWING  THE  NUMBER 
OF  PREVIOUS  CERTIFICATES  FOR  EACH  BUSINESS  WHICH  WERE  ISSUED  TO  YOUNG  PERSONS  LAST  CERTIFI- 
CATED  FOR  STORES  AND  SELLING 


Business 


Number  of  Certificates  Issued  to  Each  Business 

O       500      1000.    1500     2OOO    25OO    3000    3500    4OOO 


Number  of  Certificates  Issued 


Non-Metal 
Manufacturing  I 


Metal 

Manufacturing 


Store* 


Tra  J«  and 
Engineering 


1W 
Industries 


Miscellaneous 


Number  of 
_-_  certificates 
I  which  were 
-Jlast 

certificates 


Unknown 


Number  of  certifi- 
cates which  were 
previous  Certificates 
issued  to  young  persons 
last  certificated  for  selling 


Total 


Total 

Last 

Previous 

Previous  to 
Stores 

4107 

ay*8 

140* 

17* 

688 

436 

2-52 

46 

ia  ae 

1530 

790 

*7l 

962 

7V 

225 

V 

724 

•534 

*y> 

M 

335 

4.72 

±3 

11 

112" 

7* 

M 

8 

9356 

6305 

2371 

669 

SHIFTING  OF  YOUNG  STORE  WORKERS        75 

Extra  or  Special  Store  Workers 

As  many  as  five  different  kinds  of  extra  or  special  workers 
were  used  in  the  Boston  stores  to  meet  these  business  fluctua- 
tions: (1)  regular  extras,  (2)  seasonal  extras,  (3)  irregular 
extras  on  call,  (4)  special  sale  extras,  and  (5)  part-time  extras. 
The  first  group  was  regularly  employed  for  busy  periods  of  the 
week,  as  on  Monday  and  on  Saturday  afternoon  and  evening. 
Many  stores  co-operate  with  the  high-school  salesmanship 
classes  by  employing  students  on  these  days.  Women  who  wish 
to  earn  money,  but  whose  home  duties  do  not  permit  full-time 
services,  are  glad  to  take  such  positions.  Ambitious  and 
needy  men  and  women  sometimes  serve  in  stores  as  Saturday 
extras  after  discharging  the  duties  of  other  industrial  and 
educational  positions.  The  seasonal  extras  employed  at  Christ- 
mas or  in  the  spring  often  obtain  continuous  work,  so  that 
their  positions  differ  but  slightly  from  those  of  many  regular 
workers.  The  third  type  of  extras  are  those  who  are  listed  by 
employment  managers  as  ready  to  serve  whenever  notified. 
Sometimes  these  extras  call  regularly  for  assignments  to  de- 
partments of  the  stores  where  assistance  is  needed.  Such 
special  workers  may  be  listed  for  extra  services  in  several 
stores.  Large  special  sales  making  necessary  sudden  increases 
of  the  selling  force  may  bring  in  another  class  of  temporary 
workers.  A  fifth  class  of  extras  are  the  part-time  workers 
like  floor  cashiers  and  salespeople  who  come  in  to  relieve  the 
strain  of  business  from  11  to  3,  or  restaurant  workers,  like 
busboys  and  waitresses,  who  are  needed  only  while  meals  are 
being  served. 

About  four-fifths11  of  the  extras  are  saleswomen  whose  serv- 
ices are  required  to  prevent  waste  of  time  for  the  customers, 
and  the  remainder  are  scattered  through  various  occupation 
groups.  Thus  in  one  large  store  a  list  of  extras  under  21  years 
of  age  was  distributed  as  follows :  Of  56  girls,  44  were  sales- 
women, 8  floor  cashiers,  3  errand  girls  and  1  a  marker ;  and  of 
28  boys,  there  were  9  delivery  team  or  auto  helpers,  8  sales- 
men, 4  collector  boys  or  examiners,  1  stock  boy,  1  bundler,  1 


"Unemployment  Among  Women  in  Department  and  other  Retail  Stores  of 
Boston,  Bulletin  U.  S.  Bureau  of  Labor  Statistics,  No.  182,  p.  62. 


76  TRAINING  FOE  STORE  SERVICE 

clerical,  1  marker,  1  sorter  and  2  doing  miscellaneous  work. 
Many  who  were  regulars  when  21  years  old  reported  previous 
services  as  specials.  When  the  records  of  21-year-old  work- 
ers in  all  departments  were  examined,  it  was  found  that  11.2 
per  cent  of  the  men  and  17.6  per  cent  of  the  women  had  served 
apprenticeships  as  specials  before  obtaining  regular  employ- 
ment. 

Months  of  Issuance  of  Certificates  Authorising  Store  Work 

Similar  seasonal  variations  in  the  employment  of  young 
store  workers  are  shown  by  the  monthly  variations  in  the 
number  of  certificates  authorizing  store  work,  and  by  pay-roll 
records  giving  the  dates  of  leaving  store  positions.  The  larg- 
est number  of  certificates  was  issued  in  January,  a  month 
when  much  shifting  between  stores  takes  place.  Many  of  the 
extra  workers  required  to  handle  the  Christmas  trade  are  dis- 
charged, and  there  is  a  tendency  to  go  from  one  firm  to  an- 
other for  temporary  service  in  the  special  sales,  so  that  the 
records  show  high  percentages  both  of  those  entering  upon  and 
those  leaving  employment.  During  the  busy  spring  months 
the  labor  force  becomes  more  stable,  but  the  summer  brings 
a  dull  season  when  even  the  regular  workers  take  a  voluntary 
or  enforced  vacation.12  A  general  reorganization  of  the  store 
force  takes  place  in  September,  as  the  pay-rolls  show  em- 
ployees leaving  both  for  personal  and  firm  reasons,  and  the 
large  issuance  of  certificates  proves  that  they  are  finding  other 
store  positions.  The  number  employed  increases  during  the 
fall  months  until  it  reaches  the  maximum  for  the  year  in  De- 
cember, which  is  the  only  month  of  employment  for  many  of 
the  extra  workers.13 

Shifting  from  Factories  and  Other  Stores  in  Busy  Seasons 

These  seasonal  variations  in  opportunities  for  store  em- 
ployment promote  two  kinds  of  shifting  among  young  persons 
eligible  to  such  positions.  At  a  time  when  many  extra  work-- 


"Only  19.7  per  cent  of  the  regular  and  .1  per  cent  of  the  extra  store  em- 
ployees were  found  by  the  Minimum  Wage  Commission  to  be  employed  for  12 
months  of  the  year.  Second  Annual  Report  of  the  Minimum  Wage  Commis- 
.sion  of  Massachusetts,  (124,  134). 

"Nearly  60  per  cent  (58.2)  of  the  extras  served  but  one  month  of  the  year, 
Ibid.,  134. 


SHIFTING  OF  YOUNG  STORE  WORKERS        77 

ers  are  demanded,  there  is  a  temptation  to  abandon  factory  for 
-store  work.  The  latter  is  attractive,  as  the  surroundings  are 
agreeable,  and  the  associations  are  apt  to  suggest  greater 
personal  dignity  and  refinement.  There  is  always  the  hope 
of  working  into  a  regular  position.  The  coming  and  going 
of  seasonal  workers  are  the  occasions  also  of  promotion  from 
less  to  more  desirable  store  employment.  The  higher  type 
stores,  particularly  those  dealing  in  clothing,  require  experi- 
enced employees,  who  are  enticed  from  suburban  employers 
or  less  promising  positions  in  neighboring  stores  by  offers  of 
better  wages  or  conditions  of  work. 

Reasons  for  Shifting 

Reasons  why  young  persons  employed  in  stores  changed 
their  positions  were  given  in  the  verified  application  forms, 
in  the  schedules  obtained  by  personal  interviews  with  ex- 
treme shifters  or  their  relatives,  and  in  the  employment  rec- 
ords of  firms  to  whom  our  sample  group  had  been  certificated. 
These  explanations  of  changes  may  be  roughly  classified  as 

(1)  firm  reasons,  or  those  in  which  the  employers  took  the 
initiative,  including  temporary  employment,  reduction  in  the 
force,  inefficiency,  discharges,  and  firm  failures  or  reorganiza- 
tions; and  (2)  personal  reasons  or  those  for  which  the  young 
persons  were  responsible,  such  as  dissatisfaction  with  condi- 
tions, another  position,  return  to  school,  sickness,  marriage, 
leaving  the  city,  and  needed  at  home.    The  responsibility  for 
the  788  changes  reported  by  the  three  sources  of  information 
rested  somewhat  more  heavily  on  the  young  persons  than  on 
their  employers,  as  there  were  354  or  45  per  cent  of  firm  and 
434  or  55  per  cent  of  personal  reasons  for  leaving  positions 
(Table  3).    An  analysis  of  the  reported  explanations  of  the 
shifting  of  young  store  workers  shows  that  the  larger  groups 
combine  behind  two  main  causes  for  changes  of  employers, 
namely,  (1)  variations  in  the  amount  of  business  resulting  in 
differences  in  the  numbers  of  employees  required  to  serve  the 
public,  causing  over  one-third  of  the  changes  reported;  and 

(2)  shifting  by  the  young  workers  in  the  expectation  of  find- 
ing positions  with  better  wages  or  conditions  of  employment, 


78  TRAINING  FOE  STORE  SERVICE 

TABLE   3.     REASONS  FOR  LEAVING    STORE   AND   SELLING   POSITIONS   AS 
SHOWN  BY  222  APPLICATION  FORMS,  28  PERSONAL  INTER- 
VIEWS AND  329  EMPLOYERS    RECORDS 

Reasons  for  Leaving  Reported  by 
Application        Personal         Employer's 
Reasons  Total  Forms  Interviews          Records 

No.  PerCent  No.  Per  Cent  No.  Per  Cent  No.  Per  Cent 
Total 788      100.          327      100.  79      100.          382        100. 

Firm  reasons,    354       44.9        144       44.0          43       54.5       167          43.7 


Temporary  or  extra  worker, 

142 

18.0 

92 

28.1 

30 

38.0 

20 

5.2 

Reduction  in  force,14   

128 

16.3 

35 

10.7 

6 

7.6 

87 

22.8 

Inefficient  

29 

3.7 

29 

7.6 

Discharged,    

24 

3.0 

4 

1.2 

20 

5.2 

Miscellaneous,15   

31 

3.9 

13 

4.0 

7 

8.9 

11 

2.9 

Personal  reasons  

434 

55.1 

183 

56.0 

36 

45.5 

215 

56.3 

Dissatisfied,    

101 

12.8 

72 

22.1 

19 

24.0 

10 

2.6 

Another  position  

98 

12.5 

37 

11.3 

4 

5.1 

57 

14.9 

"Resigned,"    

67 

8.5 

67 

17.6 

Vacation   work,    

63 

8.0 

41 

12.5 

5 

6.3 

17 

4.4 

Sickness  

34 

4.3 

13 

4.0 

3 

3.8 

18 

4.7 

Married  

25 

3.2 

3 

3.8 

22 

5.8 

Left  city,    

23 

2.9 

12 

3.7 

2 

2.5 

9 

2.4 

Needed   at   home,    

15 

1.9 

8 

2.4 

7 

1.8 

Miscellaneous,18    

8 

1.0 

8 

2.1 

which  prompted  about  one-fourth  of  the  changes  reported.17 
In  other  words,  the  excessive  shifting  of  store  workers  is  due 
to  seasonal  differences  in  the  business  of  retail  selling,  to  the 
X^failure  to  standardize  conditions  of  employment  for  the  young, 
and  to  their  lack  of  outlook,  or  of  definite  lines  of  promotion 
in  the  employing  firms. 

It  is  noticeable  that  in  the  employers'  records  but  5  per 
cent  were  reported  as  '  '  discharged, "  and  8  per  cent  were 
considered  "inefficient."  Quite  naturally  the  young  people 
failed  to  emphasize  these  reasons  for  changes  of  employment. 
It  is  evident  also  that  the  reports  of  "resigned"  and  "an- 
other position"  in  the  employers'  records  often  mask  dis- 
satisfaction, as  there  is  a  drop  of  over  20  per  cent  in  this 
cause  of  change  between  the  reports  of  the  young  persons  and 
of  their  employers. 

Educational  Significance  of  Shifting 

The  complexity  of  the  causes  and  routes  of  shifting  between 
positions  by  young  store  workers  gives  the  subject  varied 


"Discharge  of  employees  who  ranked  as  regulars  rather  than  as  temporary 
or  extra  workers. 

"Firm  failure,  17;  firm  reorganization,  9;  unsatisfactory  references,  5. 

"Dead,  1;  not  returned  from  vacation,  6;  strike,  1. 

"If  we  add  those  who  "resigned"  to  the  "dissatisfaction"  and  "another  posi- 
tion" groups,  then  this  will  be  one-third  of  the  entire  group  of  reasons. 


SHIFTING  OF  YOUNG  STOKE  WORKERS        79 

significance  for  those  interested  in  developing  our  vocational 
education  program.  Their  first  questions  will  deal  with  the 
reduction  in  the  amount  of  shifting,  since  it  is  evident  that  the 
irregularity  of  employment  of  a  large  portion  of  the  store 
workers  must  prove  demoralizing  to  their  vocational  interests, 
and  must  imperil  the  physical  or  even  moral  welfare  of  women 
who  are  dependent  on  their  own  earnings  for  support.  Differ- 
ences between  establishments  in  the  fluctuations  of  employ- 
ment are  evidence  of  the  possibilities  of  reduction  of  losses  by 
care  in  store  organization.  The  study  of  seasonal  variations 
in  employment  among  6,449  regular  store  workers  made  by 
the  Massachusetts  Minimum  Wage  Commission18  shows  that  in 
22  large  retail  stores  the  percentages  employed  for  12  months 
varied  from  3.4  to  71.4;  for  11  months  the  range  was  8.3  per 
cent  to  80  per  cent ;  for  10  months,  24.2  to  90  per  cent.  Seven 
establishments  or  about  one-third  did  not  employ  half  of  their 
regular  workers  for  nine  months  of  the  year. 

Several  Boston  stores  have  increased  the  amount  of  em- 
ployment offered  their  seasonal  workers  by  training  them  to 

,  serve  as  extras  in  departments  subject  to  rush  seasons.  Mil- 
linery and  alteration  workroom  employees  have  the  shortest 
working  season,  as  only  4  to  6  per  cent  are  retained  for  12 
months  of  the  year.  The  plans  of  one  large  Boston  store 
whereby  these  women  are  trained  to  serve  as  extra  sales- 
women during  the  Christmas  rush  should  be  more  generally 
adopted.  When  stores  have  educational  directors  or  when 
part-time  training  classes  are  available  to  give  greater  ver- 
satility to  store  employees,  many  such  adjustments  are  pos- 

"sible. 

Vocational  guidance  and  employment  management  officials 
should  seek  to  organize  a  force  of  extra  employees  who  will 
not  be  injured  by  the  seasonal  character  of  the  work.  Young 
persons  enrolled  in  high  school  classes  in  salesmanship  or  in 
other  commercial  courses  should  be  enlisted  for  the  Christmas 
and  Easter  rush  of  business.  Students  are  glad  to  earn  the 
extra  money  and  the  experience  gives  valuable  preparation 


"Wages  of  Women  in  Retail  Stores  in  Massachusetts,  Bulletin  No.  6,  (1915), 
Minimum  Wage  Commission,  p.  41. 


80  TRAINING  FOR  STORE  SERVICE 

for  business  positions.  Many  of  the  office  workers  in  large 
stores  have  served  behind  the  counters.  School  calendars 
easily  could  be  adjusted  so  that  a  large  extra  force  would  be 
available.  The  general  adoption  of  such  a  policy,  under  suit- 
able supervision  by  educators,  might  do  much  to  overcome 
certain  social  prejudices  which  prevent  young  persons  choos- 
ing store  work  as  a  permanent  vocation. 

Married  women  often  can  be  utilized  as  part-time  or  extra  - 
workers  without  social  injury.  With  a  little  care  in  organiza- 
tion it  would  be  easy  for  two  or  more  such  women  to  co-operate 
in  the  discharge  of  home  duties  and  the  work  of  a  store  posi- 
tion. Experiments  with  this  combination  service  have  been 
made  by  some  Philadelphia  stores.  Twenty  per  cent  of  the 
extras  visited  in  the  course  of  the  Federal  investigation  of 
1914  were  wives  who  chose  this  means  of  supplementing  the 
family  income.  Experienced  saleswomen  who  have  married 
may  be  glad  to  do  part-time  work  in  order  to  supplement  their 
family  incomes  or  to  earn  money  for  special  purposes. 

Standardization  of  wages  and  conditions  of  employment' 
would  reduce  the  one-fourth  to  one-third  of  the  shifting  which 
was  prompted  by  the  dissatisfaction  of  the  store  workers. 
Young  persons  are  educated  in  large  groups  in  our  public 
schools,  and  so  establish  personal  ties  which  result  in  the  rapid 
spread  of  information  about  conditions  of  employment.  Agree- 
able surroundings,  courteous  treatment,  paid  vacations,  em- 
ployee's associations  and  other  ways  of  promoting  comfort 
and  self-respect  are  all  means  of  attracting  the  better  and 
more  experienced  workers.  Since  90  per  cent  of  the  store 
workers  are  members  of  family  groups,  there  is  a  general 
willingness  to  take  the  chances  involved  in  abandoning  a  dis- 
agreeable regular  position  to  serve  as  an  extra  in  a  store 
offering  better  conditions  or  hope  of  advancement. 

When  unnecessary  or  undesirable  shifting  has  been  elimin- 
ated, there  will  remain  a  minimum  tendency  to  change,  which 
has  both  educational  and  vocational  advantages.  For  cen- 
turies the  year  of  wandering  was  considered  a  necessary  part 
of  the  training  of  a  master  craftsman,  and  young  persons  may 
learn  different  store  organizations  and  policies  by  varying 


SHIFTING  OF  YOUNG  STORE  WORKERS        81 

their  places  of  service.  The  making  of  new  personal  adjust- 
ments and  learning  of  new  stocks  are  often  morally  and  men- 
tally stimulating.  The  number  of  desirable  openings  are  limit- 
ed and  vocational  guidance  and  placement  officials  should  be 
prepared  to  recommend  promising  candidates  who  could  shift 
from  one  employer  to  another  without  prejudicing  their  voca- 
tional standing.  Versatility  and  mobility  are  desirable  char- 
acteristics for  members  of  communities  subject  to  many  social 
and  economic  changes.  We  must  conclude  that,  while  shifting 
is  expensive19  for  the  employers  and  results  in  wage  losses 
and  irregularity  of  employment  for  wage-earners,  it  is  not  an 
unmixed  evil,  as  it  enables  the  young  workers  to  learn  at  first 
hand  the  characteristics  of  their  complex  economic  environ- 
ment, makes  possible  the  discovery  of  the  positions  to  which 
'they  are  best  adapted,  and  assists  in  promoting  better  wages 
and  conditions  of  work  by  leaving  the  stupid,  crude  and  lazy 
workers  with  the  bad  employers. 


18The  educational  director  of  a  large  department  store  estimates  that  it 
costs  $50  to  select  and  install  a  new  employee. 


CHAPTEB  VI 

TRAINING  FOE  EMPLOYMENT  IN  RETAIL  STORES 

Introduction 

There  are  three  opportunities  for  giving  juveniles  training 
which  will  promote  their  success  in  store  occupations,  each  of 
which  demands  a  different  point  of  view  and  type  of  instruc- 
tion. 

First.  Anticipation  of  qualifications  which  will  be  needed 
by  young  persons  who  enter  mercantile  establishments  may 
lead  to  a  refocusing  or  variation  in  the  emphasis  placed  on 
subjects  and  forms  of  training  usually  given  in  elementary 
schools. 

Second.  Special  training  for  store  service  should  be  a  part 
of  the  work  planned  for  continuation  schools  and  for  sec- 
ondary schools  giving  vocational  courses. 

Third.  There  are  many  forms  of  store  training  which  can 
be  given  most  effectively  at  the  places  of  employment. 

TRAINING   IN   ELEMENTARY   SCHOOLS 

When  the  question,  "What  qualifications  are  of  greatest 
importance  in  promoting  success  in  store  positions  ?"  was 
raised  at  a  recent  meeting  of  persons  engaged  in  training  store 
employees,  it  was  agreed  unanimously  that  personal  charac1 
teristics  are  of  much  greater  importance  than  technical  knowl- 
edge. The  comments  of  store  officials  quoted  in  previous 
chapters  also  reflect  this  feeling  of  the  importance  of  social 
relations  or  of  the  ability  to  make  pleasing  impressions  and 
to  maintain  sympathetic  and  harmonious  relations  with  cus- 
tomers and  fellow  workers.  Physical  characteristics,  or  re- 
liable health  resulting  in  energy  and  capacity  for  continuous 
application  to  work,  were  other  factors  recognized  as  indis- 
pensable for  success.  These  qualifications  promote  success  in 
many  walks  of  life,  so  that  this  evidence  of  their  value  in  an 
important  field  of  vocational  activities  simply  reinforces  the 

82 


TRAINING  FOR  RETAIL  STORES  83 

generally  accepted  policy  of  promoting  their  cultivation  as  a 
part  of  all  educational  activities. 

Social  Relations 

Courteous  manners,  dainty  personal  habits,  low-pitched 
voices,  correct  and  fluent  speech  and  a  sympathetic  disposition 
are  acquired  chiefly  through  heredity  and  home  environment, 
k  yet  it  is  possible  for  the  school  to  assist  in  their  development. 
Since  children  acquire  these  pleasing  personal  traits  by  imita- 
tion rather  than  by  any  definite  course  of  training,  this  form 
of  vocational  education  can  be  promoted  by  giving  them  teach- 
ers whose  voices,  manners  and  social  outlooks  are  worthy  of 
imitation.  The  various  forms  of  group  activities  and  the 
self-governing  schemes  which  are  being  introduced  in  the 
more  progressive  schools  are  useful  for  accustoming  the  young 
to  harmonious  co-operation  with  fellow  workers.  Properly 
supervised  play  is  another  means  of  teaching  the  balancing  of 
intense  personal  activity  with  a  just  recognition  of  the  right 
of  associates. 

Educators  should  present  less  sordid  motives  for  the  culti- 
vation of  courtesy  than  those  commonly  suggested  in  the  liter- 
ature of  salesmanship  found  in  the  trade  journals.  Innumer- 
able anecdotes  are  published  telling  of  how  salespeople  met 
rudeness  with  patient  sweetness,  dealt  kindly  with  customers 
who  were  crotchety  and  exacting,  showed  a  sympathetic  inter- 
est in  family  problems  or  bestowed  extravagant  admiration 
on  quite  ordinary  children.  Instead  of  ending  with  the  tradi- 
tional "and  they  lived  happily  ever  after"  of  the  fairy  tales, 
such  stories  are  apt  to  close  with  assurances  of  commissions  on 
large  bills  of  goods  ordered  through  the  salespersons  of  graci- 
ous manners.  A  sympathetic  interest  in  persons  of  varying 
social  standards,  slowness  in  resenting  the  ill-bred  conduct  of 
companions,  pride  in  retaining  self-control  under  provocation 
and  an  eager  willingness  to  be  of  service  are  expressions  in 
business  life  of  gentle  manners,  Christian  charity  and  un- 
selfish devotion: — time  honored  ideals  which  are  capable  of 
presentation  in  ways  that  will  stir  the  finer  emotions  of  the 
young,  and  whose  realization  will  bring  the  more  idealistic  re- 
wards of  gains  in  personal  dignity  and  in  spiritual  satisfac- 
tion. 


84  TRAINING  FOR  STORE  SERVICE 

Physical  Development 

The  physical  examination  of  the  young  men  registered  in 
the  recent  draft  revealed  that  over  a  third  were  unfit  for  serv- 
ice in  the  army.  The  ill-health  found  among  the  women  em- 
ployees of  the  Boston  stores  indicates  that  their  sisters  are 
equally  incapable  of  meeting  successfully  the  obligations  of 
their  lives.  Weaknesses  peculiar  to  women  were  the  most- 
frequent  complaints  treated  in  the  store  clinics.  No  doubt 
high-heeled  shoes,  unhealthful  clothing  and  lack  of  muscular 
development  often  aggravate  difficulties  which  are  inevitable 
when  women  stand  continuously.  American  educators  al- 
ready are  committed  to  a  program  which  demands  that  the 
foundations  for  vigorous  health  shall  be  laid  during  the  early 
years  of  school  life  by  the  medical  examination  and  super- 
vision of  the  children,  so  that  defects  can  be  discovered 
promptly  and  corrected  before  they  become  chronic.  Care  of 
the  eyes  and  teeth,  the  enforcement  of  well-balanced  diets  and 
healthful  school-room  postures,  the  teaching  of  hygenic  per- 
sonal habits  and  the  insistence  on  good  ventilation  and  vigor- 
ous out-door  exercise  are  generally  accepted  as  necessary 
means  of  promoting  the  physical  fitness  needed  in  whatever 
vocation  is  entered  in  later  years.1 

Refocusing  of  Elementary  Branches 

The  high  proportions  of  adolescents  and  of  adults  who 
choose  retail  selling  as  a  vocation  justifies  an  increase  of  em- 
phasis, if  not  a  definite  refocusing  of  certain  other  phases 
of  the  common  school  branches.  Geography,  history,  arith- 
metic and  penmanship  are  all  subjects  which  may  make  im- 
portant contributions  to  the  preparation  of  young  persons 
who  undertake  store  work.  No  reorganization  of  the  school' 
courses  in  the  interests  of  vocational  education  would  be  neces- 
sary. It  is  suggested  merely  that  teachers  be  given  a  clear 
understanding  of  possible  future  applications  of  their  work 
so  that  they  may  relate  the  conventional  subjects  more  in- 
timately to  the  local  social  environment,  and  may  increase 
interest  by  suggesting  the  contributions  which  the  school 


'Data  showing  the  maladies  treated  in  the  medical  departments  of  Boston 
stores  are  given  in  Appendix  I,  Table  5,  p.  121. 


TRAINING  FOE  RETAIL  STORES  85 

studies  make  to  success  in  the  wage-earning  activities  of  later 
years. 

Local  Geography.  The  first  instruction  in  geography  usual- 
ly undertakes  to  give  children  a  knowledge  of  the  topography 
and  routes  of  travel  of  their  immediate  environment.  A 
thorough  and  pedagogically-sound  handling  of  these  subjects 
would  do  much  to  increase  the  usefulness  of  young  persons  in 
many  of  the  positions  which  they  commonly  fill.  The  making 
and  study  of  maps  of  the  city,  a  knowledge  of  the  names  and 
directions  of  the  principal  streets,  the  locations  of  public 
buildings,  the  means  of  transportation,  and  the  chief  business 
centers  is  of  practical  value  for  all  residents  of  the  community 
and  of  great  interest  to  children  of  the  elementary  school  age. 
The  logical  unfolding  of  the  subject  would  lead  next  to  a 
study  of  suburbs  and  neighboring  towns,  and  of  their  means  of 
travel  and  transportation.  Children  should  learn  not  only  the 
names,  locations  and  directions  of  streets,  suburbs  and  neigh- 
boring towns,  but  also  the  correct  spelling  of  all  words  used 
in  writing  addresses.  Imaginary  journeys,  the  following  and 
giving  of  directions  necessary  for  reaching  given  points  are 
attractive  and  effective  means  of  training.  Pin  and  tape  maps 
such  as  are  common  in  the  graphic  presentation  of  statistical 
data  will  add  interest  to  the  exercises.  It  is  unnecessary  to 
remind  modern  educators  that  a  free  use  of  pictures,  observa- 
tions from  elevated  points,  and  as  many  excursions  as  are 
practicable,  will  promote  the  interest  and  effectiveness  of  such 
instruction  in  local  geography. 

Elementary  economic  or  commercial  geography  which  re- 
ceives attention  at  later  stages  of  the  school  course  might 
make  important  contribution  to  the  vocational  training  of  mer- 
cantile workers.  Production  maps  and  outlines  of  the  routes 
of  commerce  are  commonly  used  in  teaching  the  sources  from 
which  are  drawn  the  varied  supplies  which  stores  retail  for 
use  in  meeting  the  daily  needs  of  their  customers.  The  stimu- 
lation of  the  imagination  so  that  the  daily  round  of  activities 
will  not  prove  deadening  to  the  intelligence  is  one  of  the  im- 
portant aims  of  vocational  education.  Stocking  the  child's 


86  TRAINING  FOE  STOEE  SERVICE 

mind  with  vivid  pictures  of  the  countries  and  people  associated 
with  the  varied  wares  handled  in  stores  will  prevent  the  earlier 
routine  occupations  destroying  the  mental  traits  needed  for 
the  more  advanced  forms  of  mercantile  service. 

Economic  History.  Elementary  economic  history  renders  a 
similar  service  to  young  store  workers.  It  enables  them  to 
picture  the  long  struggle  by  which  the  race  has  learned  to' 
draw  from  the  natural  environment  and  adapt  to  human  needs 
the  varied  commodities  which  are  offered  to  customers.  The 
complex  organization  of  modern  commercial  activities  is  more 
easily  understood  when  approached  from  the  historical  stand- 
point, and  a  less  prejudiced  and  more  hopeful  attitude  in  deal- 
ing with  labor  problems  results  from  a  realization  of  the  gains 
that  have  been  made  in  the  past,  and  the  difficulties  and  dan- 
gers of  social  revolutions. 

Arithmetic.  Eapidity  and  accuracy  in  simple  arithmetical 
calculations  rather  than  a  knowledge  of  more  technical  pro- 
cesses are  the  requirements  of  mercantile  occupations. 
Thorough  drill  in  calculating  costs  of  articles,  particularly 
those  requiring  a  free  use  of  fractions  or  percentages,  would 
be  of  use  to  persons  anticipating  positions  as  retail  sales- 
people. Token  money  could  be  used  to  give  practice  in  the 
rapid  calculating  and  giving  of  change.  Interest  would  be 
added  to  the  work  if  the  children  were  encouraged  to  collect 
the  sales  slips  which  come  home  in  packages  of  merchandise. 
The  recalculating  or  auditing  of  these  lists  of  groceries  or  dry 
goods  actually  purchased  for  use  in  their  homes  would  supply 
attractive  exercises  in  arithmetic  and  might  encourage  helpful 
considerations  of  family  budgets.2 

Penmanship.  Eapidity  and  legibility  are  the  two  qualities 
desired  in  mercantile  handwriting.  Some  stores  require  that 
the  first  letters  of  proper  names  shall  be  printed.  A  large, 
sprawling  handwriting  is  objectionable  both  for  sales  slips  and 
bookkeeping,  so  that  the  smaller,  more  compact  forms  of  script 
should  be  cultivated  in  the  upper  elementary  grades. 


'See  "Outlines  of  a  Course  in  Store  Arithmetic,"  Appendix  D,  Bulletin  22, 
Retail  Selling,  Federal  Board  for  Vocational  Education. 


TRAINING  FOB  EETAIL  STORES  87 

COUBSES  OF   TRAINING  FOB  STORE   SERVICE   IN   CONTINUATION  AND 
SECONDARY    SCHOOLS3 

Continuation  School  Courses 

As  the  name  suggests,  the  continuation  school  courses  must 
supplement  the  training  received  while  in  full-time  attendance. 
Wage-earning  children  14  to  16  years  old  are  required  to  at- 
tend the  Boston  classes  four  hours  each  week.  Our  study  of 
the  store  occupations  open  to  children  of  these  ages  shows 
that  they  are  employed  chiefly  as  bundlers,  messengers  and 
stock  workers.  What  can  be  done  to  supplement  their  de- 
fective preparation  and  to  promote  an  early  escape  from  the 
simple,  poorly  paid  occupations  to  positions  which  offer  better 
chances  for  development! 

The  future  of  these  children  in  store  service  is  precarious, 
not  merely  because  of  their  defective  training,  but  because  the 
reasons  for  leaving  school  also  are  causes  which  may  disqualify 
them  for  great  success  in  store  work.  Their  premature  aban- 
donment of  school  life  usually  means  one  of  three  things:  (1) 
either  they  became  dissatisfied  with  school  because  of  inability 
to  get  along  with  their  teachers  or  fellow  students;  or  (2) 
they  failed  in  their  lessons,  fell  behind  their  grades  and  left 
because  of  discouragement;  or  (3)  they  were  obliged  to  leave 
school  because  economic  pressure  in  their  homes  made  it 
necessary  for  them  to  contribute  to  family  incomes.  Young 
people  unable  or  unwilling  to  make  the  social  adjustments  of 
the  school  room  are  not  adapted  to  the  complex  social  require- 
ments of  a  store,  and  the  failure  or  unwillingness  to  apply 
themselves  to  elementary  school  studies  may  have  left  them 
deficient  in  arithmetic,  spelling  and  penmanship,  so  that  they 
are  disqualified  for  all  but  a  few  store  occupations.  The  per- 
sonal habits  and  social  outlooks  of  children  reared  in  im- 
poverished homes  often  prove  to  be  handicaps  which  it  is 
difficult  but  not  entirely  impossible  to  overcome. 


*A  condensed  summary  of  methods  of  organization  and  subjects  covered  in 
such  courses  is  given  in  order  to  round  out  the  discussions  of  the  present  bulle- 
tin. Detailed  plans  and  topical  outlines  are  given  in  the  bulletin  on  Retail  Sell- 
ing, prepared  by  Mrs.  Lucinda  W.  Prince  and  published  by  the  Federal  Board 
for  Vocational  Education. 


88  TRAINING  FOB  STORE  SERVICE 

CONTENT  OF  CONTINUATION  SCHOOL  COURSES  FOR  STORE  EMPLOYEES 
OF  14  TO  16  YEARS  OLD 

The  continuation  school  courses  for  younger  store   em- 
ployees should  endeavor  to  overcome  the  defective  mental, « 
personal  and  social  training  of  children  with  little  education.  * 
Courses  supplementing  their  limited  schooling,  or  what  are 
commonly  known  as  "general  improvement  classes "  seem  the 
most  suitable  subjects  of  instruction,  but  the  interest  and 
effectiveness  of  the  classroom  work  would  be  increased  if 
special  efforts  were  made  to  relate  it  closely  to  daily  vocational 
experiences. 

As  already  suggested,  children  of  this  age  are  employed  in 
retail  stores  as  bundlers  or  messengers,  and  in  simpler  form 
of  stock  work.    The  next  positions  ahead  are  those  of  cashier, 
auditor  and  selling  from  one-price  counters  or  in  basement 
departments.    Training  in  accurate  and  rapid  calculations  of* 
the  costs  of  bills  of  goods  and  the  amounts  of  change  due  cus- 
tomers would  have  vocational  value.    Discussions  of  the  store  * 
systems  or  plans  of  organization  of  their  places  of  employment  • 
also  would  be  useful.    Reviews  of  their  work  in  elementary 
geography  and  history  which  will  emphasize  the  sources  from 
which  merchandise  is  drawn  and  the  simple  aspects  of  the  his- 
tory of  industry  and  commerce  related  to  their  work  would 
assist  in  preparing  a  background  for  later  training  in  a  knowl- 
edge of  the  merchandise. 

Special  attention  should  be  given  to  correcting  faulty  phy-- 
sical  or  personal  traits,  and  to  giving  training  in  manners  and 
morals,  since  desirable  habits  which  contribute  much  to  future 
success  are  more  easily  established  in  younger  employees  who 
are  at  the  beginning  of  their  mercantile  careers.    Records  of 
juvenile  courts  prove  petty  larceny  to  be  the  most  common 
offense  of  children  of  this  age.    A  great  store  is  a  somewhat 
impersonal  owner  of  the  wonderful  collections  of  attractive 
goods  which  tempt  young  persons  who  come  from  homes  with 
meager  incomes,  so  that  special  efforts  are  needed  to  develop 
the  strict  honesty  which  is  an  indispensable  requirement  for  all  ' 
store  employees.    Insistence  on  personal  cleanliness,  and  on* 
neatness  of  dress,  gives  less  offense  at  this  age  than  in  later 


TRAINING  FOR  RETAIL  STORES  89 

years,  and  something  may  be  done  to  correct  boisterous  or 
vulgar  manners  and  unpleasant  habits  of  speech. 

Younger  stock  workers  serve  as  markers  or  wait  on  experi- 
enced stock  or  sales  people,  but  they  may  soon  be  assigned 
more  responsible  duties.  Training  in  the  proper  care  of 
ready-made  clothing,  as  the  buttoning  before  placing  on  hang- 
ers, and  the  folding  or  boxing  in  the  approved  manner  of  those 
garments  kept  in  stocks,  should  be  given.  The  sewing  on  of 
labels,  and  the  simpler  repairs  such  as  tightening  buttons  or 
braids,  also  fall  to  stock  workers. 

Orderly  habits  or  the  devising  and  maintaining  of  plans  for 
arranging  their  desks  or  counters  should  be  taught.  Since 
continuation  school  teachers  are  permitted  to  observe  their 
pupils  at  the  places  of  employment,  it  would  not  be  difficult 
to  make  note  of  all  disorderly  tendencies  for  which  the  pupils 
are  responsible,  and  to  discuss  them  at  future  sessions  of  the 
class.  Children  of  this  age  must  be  taught  to  see  the  disorder 
which  they  could  remedy  and  which  may  lower  the  general  ap- 
pearance of  the  store,  cause  needless  depreciation  in  the  value 
of  the  stock  and  give  evidence  of  the  personal  inefficiency  of 
the  young  employee. 

Large  stores  having  many  juvenile  employees  sometimes 
arrange  for  continuation  school  classes  at  the  places  of  em- 
ployment, or  in  the  classrooms  of  neighboring  stores.  Under 
such  circumstances,  courses  more  definitely  related  to  the  work 
undertaken  by  the  children  may  be  planned.  The  teaching  of 
store  system  is  greatly  simplified,  since  it  is  necessary  merely 
to  acquaint  the  pupils  with  the  organization  of  their  own 
places  of  employment.  A  closer  classification  of  the  students 
by  occupations  is  possible,  and  conferences  with  their  superior 
officers  will  enable  the  teacher  to  direct  her  efforts  to  the  cor- 
rection of  faults  or  giving  training  which  will  fit  more  exactly 
the  vocational  situations  of  her  young  charges.  Frequent 
conferences  and  close  co-operation  with  the  store  officials  in 
charge  of  the  training  of  juvenile  employees  is  of  course  a 
necessary  part  of  the  activities  of  teachers  of  continuation 
school  classes. 


90  TRAINING  FOR  STORE  SERVICE 

TRAINING  FOB  STORE  SERVICE  GIVEN  IN  SECONDARY  SCHOOLS 

Secondary  Education  Desirable  for  Store  Employees 

The  Boston  store  which  has  given  the  most  careful  attention 
to  the  selection  and  training  of  its  personnel  has  announced 
that  its  new  employees  must  be  graduates  of  secondary, 
schools.  In  our  study  of  occupational  distribution  and  qualifi- 
cations we  have  shown  the  high  proportion  of  young  persons 
with  secondary  school  training4  in  the  important  store  occupa- 
tions, and  the  increasing  tendency  to  adopt  forms  of  store 
organization  which  will  lessen  the  use  of  child  labor.5  The 
development  of  public  opinion  and  of  legislation  enforcing  a 
minimum  living  wage  also  are  factors  contributing  to  the 
elimination  from  store  employment  of  young,  poorly-educated 
workers.  When  such  standards  are  maintained  for  the  regular 
employees  of  a  store,  it  is  difficult  to  secure  opportunities  for 
practice  in  the  more  skilled  store  occupations  for  young  per- 
sons of  less  training  and  maturity  than  those  of  the  third  and 
fourth  years  of  secondary  schools.8 

Obtaining  Store  Experience 

This  practical  experience  is  an  indispensable  part  of  any 
sound  course  of  training  in  retail  selling.  Fortunately,  it  is 
possible  to  organize  practice  work  in  department,  dry-goods 
and  clothing  stores  so  that  it  will  be  a  convenience  rather 
than  an  annoyance  to  co-operating  merchants.  Great  varia- 
tions in  the  numbers  of  customers  during  the  hours  of  the  day, 
the  days  of  the  week  and  the  months  of  the  year  result  in 
seasonal  demands  for  extra  workers.  A  partially  instructed 
and  supervised  group  of  intelligent  young  persons  is  a  more 
satisfactory  extra  force  than  that  which  usually  can  be  gather- 
ed by  commercial  agencies  for  supplying  new  employees.  A 
secondary  teacher  in  charge  of  students  preparing  for  store 


"Charts  II  and  III,  Chapter  IV. 

'Pages  36-38;    57-59. 

e"In  the  opinion  of  those  who  have  made  a  careful  study  of  the  whole  sub- 
ject of  training  for  store  service,  the  place  for  such  a  course  is  clearly  the  third 
and  fourth  year  of  the  high  schools,  and  it  is  further  believed  that  it  should 
be  offered  as  a  part  of  a  well-organized  commercial  department" — Mrs.  Lucinda 
W.  Prince,  in  Retail  Selling,  Bulletin  No.  22,  Federal  Board  for  Vocational  Edu- 
cation. 


TRAINING  FOB  RETAIL  STORES  91 

service  may  obtain  opportunities  for  practice  during  busy 
hours  of  the  day  or  during  the  noon-time  absence  of  regular 
employees;  she  may  be  able  to  place  her  students  in  stores 
as  a  part  of  the  extra  force  needed  on  Saturday  and  Monday ; 
she  is  sure  of  many  opportunities  for  two  weeks  or  more  of 
steady  employment  during  the  Christmas  rush  of  business,  and 
may  also  find  positions  giving  a  week  or  more  of  extra  service 
during  the  busy  season  of  the  spring. 

Details  of  Co-operation 

The  terms  of  this  co-operation  between  local  merchants  and 
persons  in  charge  of  the  training  of  high  school  students 
should  be  determined  in  conferences  between  the  store  man- 
agers and  school  officials.  It  is  essential  that  there  be  uniform 
standards  in  order  to  avoid  difficulties  in  arranging  the  dis- 
tribution of  the  students  so  that  their  experiences  will  have  the 
desired  educational  value.  The  merchants  should  agree  to  pay 
uniform  hourly  or  daily  rates  for  the  services  of  the  student 
extras,  and  the  teachers  should  prepare  a  program  of  practice 
work  which  will  insure  varied  and  helpful  store  experiences 
for  all  the  students.  It  is  claimed  that  store  practice  should 
be  credited  in  the  student's  high  school  course  since  it  is  com- 
parable to  the  laboratory  work  in  the  natural  sciences.  With 
skillful  teaching  it  can  be  given  an  education  value  which  may 
justify  such  recognition.7 

Failure  to  Enter  Store  Service  After  Receiving  Training 

Puzzling  educational  problems  have  been  raised  in  Boston 
by  the  fact  that  the  high  school  course  in  salesmanship  is  taken 
by  many  students  who  make  no  vocational  use  of  their  training. 
For  the  two  years,  1916-1917,  there  were  368  high  school  grad- 
uates who  had  received  training  in  the  salesmanship  classes, 
but  only  37  took  selling  positions,  and  73  enlisted  in  other 
forms  of  store  service,  giving  a  total  of  110  or  30  per  cent  who 
made  use  of  their  vocational  training.  Two  explanations  have 
been  found  for  this  situation:  The  salesmanship  courses  are 
popular  with  students  because  they  afford  opportunities  to 


'Details  of  plans  for  co-operation  with  stores  are  given  in  Bulletin  No.  22,  on, 
Retail  Selling,  pp.  18-31,  37-40. 


92  TRAINING  FOE  STORE  SERVICE 

earn  money  which  helps  pay  expenses  or  supplies  means  for* 
buying  extra  clothing  desired  by  girls  of  high  school  ages. 
The  work  behind  the  counter  is  undertaken  willingly  when  it  is 
a  part  of  the  high  school  course.    When  the  young  persons 
apply  for  regular  positions,  the  store  managers  may  find  it 
difficult  to  employ  them  as  full-time  salespeople,  and  there  may 
be  unwillingness  to  accept  the  less  attractive  work  of  a  cashier  • 
or  stock  worker.    It  is  true  also  that  the  office  positions  which 
were  sought  by  the  majority  (68.7  per  cent)  of  those  who  had 
been  in  the  salesmanship8  classes  had  an  average  initial  weekly 
wage  which  was  about  two  dollars  higher  than  that  paid  in  the  * 
store  positions. 

GENERAL  EDUCATIONAL  VALUE  OF  TRAINING  IN  SALESMANSHIP 

When  well  organized  and  followed  up  with  effective  class- 
room exercises,  the  practice  work  in  retail  selling  has  general 
educational  value  for  secondary  school  students.  It  may  pro- 
mote a  democratic  point  of  view  and  sympathetic  understand-* 
ing  of  those  who  serve  them  when  they  become  purchasers. 
Efforts  to  meet  customers  in  a  courteous  and  sympathetic 
way,  and  the  necessity  of  working  effectively  and  harmoni- 
ously with  a  group  which  is  discharging  an  essential  social 
service,  are  useful  disciplines  for  young  people.  The  training 
gives  a  point  of  view  which  would  be  helpful  in  many  other 
business  positions.  It  is  true  also  that  the  money  earned  by 
store  service  may  be  the  means  of  enabling  some  students  to 
meet  the  expenses  of  their  last  years  of  schooling.  We  con- 
clude that  the  failure  to  utilize  fully  this  vocational  training 
does  not  involve  any  waste  of  educational  effort.  „ 

NEED  OF  STANDARDIZATION   OF  WAGES  OF  ADOLESCENTS 

In  the  course  of  the  present  investigation  we  have  repeat- 
edly found  evidence  of  the  need  of  standardization  of  the 
wages  of  adolescents.  At  present  a  difference  of  fifty  cents — 


8In  some  cases  store  positions  were  taken  temporarily,  as  many  were  unable 
to  obtain  the  desired  office  positions  immediately  after  graduation  and  so  were 
obliged  to  accept  other  work.  The  percentage  distribution  of  the  total  positions 
held  during  the  first  year  after  graduation  was  :  stores,  28.4 ;  offices,  70.6.  Fifty- 
seven  reported  no  wage-earning  occupation. 


TRAINING  FOR  RETAIL  STORES  93 

or  even  less — per  week  in  the  wage  offered  will  tempt  a  young 
person  to  shift  from  one  employer  to  another.  The  efforts  of 
vocational  guidance  experts  to  place  juveniles  in  positions 
which  will  lead  to  useful  careers  in  occupations  for  which  they 
are  fitted  are  nullified  by  fluctuations  in  wages  which  have  no 
other  basis  than  the  immediate  needs  of  an  employer,  who  is 
obtaining  slightly  skilled  service  in  a  competitive  and  entirely 
unorganized  labor  market.  Had  the  wages  paid  store  em- 
ployees compared  more  favorably  with  those  of  other  ad- 
olescent workers  of  the  same  ages  and  training,  there  would 
have  been  a  greater  willingness  to  undertake  the  store  work 
for  which  training  had  been  provided. 

Workers  in  the  British  Juvenile  Labor  Exchanges  have 
adopted  the  following  plans  for  promoting  favorable  stand- 
ards of  employment: 

Preference  is  given  always  to  employers  offering  good 
wages  and  conditions  of  work.  This  often  results  in  failure 
to  fill  the  orders  or  the  sending  of  the  poorly  equipped  work- 
ers to  unsatisfactory  employers.  Complaints  pave  the  way 
for  the  calling  of  conferences  of  groups  of  employers  whose 
conditions  of  work  or  wages  are  lower  than  the  standards 
desired.  At  such  meetings  data  showing  the  superior  induce- 
ments and  better  results  in  other  establishments  may  be  pre- 
sented. A  leveling  up  of  wages  in  order  to  secure  equal  con- 
sideration in  the  labor  market  may  result. 

CONTENT  OF  SECONDAKY  COUESES  IN  RETAIL  SELLING 

Lack  of  Standardization 

The  lack  of  standardization  in  store  organization  and  prac- 
tices makes  it  difficult  to  outline  in  any  detailed  way  the  in- 
struction which  should  be  embodied  in  a  secondary  course  for 
training  store  employees.  Obviously  the  duties  assigned  em- 
ployees in  the  general  merchandise  store  of  a  city  of  ten  to 
fifty  thousand  must  vary  radically  from  those  of  a  metro- 
politan store  having  several  thousand  on  the  pay-roll.  It  is 
impossible  at  present  to  give  definite  content  to  the  common 
terms  used  in  speaking  of  store  activities ;  thus  a  marker  may 
be  a  little  girl  from  the  elementary  schools  who  runs  a  small 


94  TEAINING  FOE  STORE  SERVICE 

machine  which  attaches  tags  to  merchandise,  or  may  be  a 
responsible,  mature,  employee  who  grades  the  garments  and 
attaches  labels  giving  varied  information ;  and  a  stock  worker 
may  be  a  high-class  errand  girl,  or  an  assistant  to  the  selling 
force  of  an  important  department  who  would  rank  as  a  junior 
saleswoman  in  another  store. 

Universal  Store  Activities 

However,  the  general  processes  which  we  have  described  in 
our  study  of  the  occupational  distribution  of  the  juvenile 
store  employees  of  Boston  must  be  cared  for  in  all  mercantile 
establishments.  There  must  be  plans  for  receiving,  marking 
and  caring  for  the  stock;  there  must  be  an  organized  selling 
force,  supervised  so  that  their  relations  with  each  other  and 
with  the  public  will  be  harmonious  and  efficient ;  the  calculating 
of  charges  and  making  of  change  always  require  means  of 
checking  errors  or  dishonesty,  and  all  stores  must  have  rec- 
ords which  will  make  possible  systematic  accounting ;  the  de- 
livery of  goods  to  purchasers  is  common  if  not  universal ;  the 
plant  must  be  kept  in  a  cleanly  and  attractive  condition,  heated 
and  protected  from  fire  and  burglars;  and  means  must  be 
developed  for  attracting  the  public,  through  newspaper  ad- 
vertising, artistic  window  displays,  music  or  other  ingenious 
devices.  How  is  the  public-school  supervisor  of  instruction  in 
retail  selling  to  go  about  determining  just  how  these  varied 
duties  are  apportioned  in  the  local  mercantile  establishments 
in  which  her  pupils  will  be  employed?  It  is  equally  important 
for  her  to  be  able  to  avoid  conflicting  and  confusing  instruc- 
tion which  will  result  when  the  standards  of  performance  of 
store  service  set  by  the  school  vary  from  those  of  store  ex- 
ecutives. 

Standardization  of  Local  Store  Practices 

The  process  by  which  the  educational  director  of  a  large 
Boston  establishment  has  standardized  the  tasks  of  the  store 
would  be  applicable  on  a  larger  or  smaller  scale  to  the  com- 
munity which  is  served  by  a  secondary  school  course  in  retail 
selling.  A  preliminary  study  of  a  particular  branch  of  store 
work  is  made  so  that  a  tentative  plan  can  be  outlined  as  a  basis 


TRAINING  FOR  RETAIL  STORES  95 

for  discussion.  A  member  of  the  educational  staff  of  this  store 
makes  this  study  while  serving  as  a  regular  worker  in  the 
branch  of  store  service  whose  activities  are  in  need  of  stand- 
ardization. Educational  directors  without  such  assistance 
might  make  use  of  their  own  observations  or  of  the  reports  of 
experiences  of  students  engaged  in  store  work  in  order  to 
summarize  the  business  practices  best  adapted  to  local  condi- 
tions. When  a  tentative  plan  has  been  developed  a  meeting  of 
persons  engaged  in  the  particular  branch  of  store  work  under 
consideration  should  be  called.  The  persons  most  familiar 
with  the  store  occupation,  that  is,  those  who  do  it,  should 
bring  their  experience  to  bear  on  the  task  of  formulating  a 
statement  or  job  analysis  which  will  embody  what  the  group 
accepts  as  the  most  efficient  method  of  accomplishing  the  given 
task.  In  the  Boston  store  which  uses  this  method  of  enlisting 
the  interest  and  initiative  of  employees,  the  supervisor  re- 
sponsible for  enforcing  the  standards  agreed  upon  in  the  con- 
ference is  sometimes  chosen  by  the  group  of  interested  em- 
ployees. Educational  directors  and  store  executives  might 
take  part  in  the  discussions  of  such  conferences,  but  since  the 
young  apprentice  learns  chiefly  from  fellow  workers,  the  par- 
ticipation in  person  or  by  means  of  representatives  of  the  rank 
•and  file  of  the  store  employees  is  an  essential  part  of  any 
educational  activities  aimed  at  standardizing  the  mercantile 
practice  of  the  community.  If  the  local  situation  permitted 
such  a  democratic  and  efficient  process  of  establishing  stand- 
ards, the  teacher  of  retail  selling  soon  would  formulate  a  body 
of  information  which  would  be  of  great  value  both  to  the  school 
and  to  store  executives. 

When  the  co-operation  with  local  merchants  necessary  for 
formulating  such  an  authoritative  statement  of  the  duties  of 
different  store  occupations  cannot  be  procured,  then  the  educa- 
'tional  director  must  make  the  store  experiences  of  her  pupils 
and  her  own  observations  during  follow-up  visits  the  basis  of 
the  classroom  instruction  dealing  with  store  organization  and 
activities.  The  different  methods  of  receiving  and  marking 
stock  may  be  compared  for  the  purpose  of  discovering  com- 
mon aims  and  deciding  which  come  nearest  to  meeting  good 


96  TRAINING  FOE  STORE  SERVICE 

business  requirements.  Observations  of  means  by  which  dif- 
ferent kinds  of  stock  may  be  kept  in  the  best  possible  condition 
may  be  reported  and  discussed.  References  to  helpful  sug- 
gestions in  text  books  may  be  read  and  their  recommenda- 
tions tested  during  store  practice.  Collections  of  sales  slips 
could  be  made  and  studied  for  the  purpose  of  discovering 
points  of  resemblance  or  difference.  By  such  activities  the 
pupils  can  be  given  an  intelligent  grasp  of  local  store  practices 
and  taught  to  discriminate  between  efficient  and  slovenly  busi- 
ness methods.  They  should  be  cautioned,  however,  to  avoid 
giving  offense  by  indulging  in  presumptuous  criticisms  while 
doing  practice  work  in  less  progressive  stores. 

TKAINING   IN    SALESMANSHIP 

Importance  for  Vocational  Education 

The  meeting  of  customers  for  the  sale  of  merchandise  is  the 
focusing  point  of  the  varied  activities  of  every  type  of  store. 
Whether  viewed  from  the  standpoint  of  the  business  interest 
of  the  employer,  or  from  that  of  the  vocational  advancement 
of  the  employee,  training  which  will  increase  skill  in  selling 
usually  is  regarded  as  the  most  important  phase  of  vocational 
education  of  persons  engaged  in  store  service.  Expert  selec- 
tion and  care  of  stock,  ingenious  advertising  schemes,  impres- 
sive and  beautifully  equipped  buildings  and  skillful  plans  of 
financing  lose  their  potency  when  they  supplement  the  activi- 
ties of  a  crude  and  inefficient  force  of  salespeople.  On  the 
other  hand,  employees  who  have  large  sales  books  to  their 
credit  do  not  find  it  difficult  to  obtain  the  recognition  as  busi- 
ness assets  which  leads  to  increases  in  wages,  or  promotions  to 
more  responsible  positions. 

Two  Parts  of  Training  in  Salesmanship 

The  retail  salesperson  needs  two  kinds  of  training  in  order 
to  qualify  for  the  maximum  capacity  for  service:  (1)  He 
should  have  a  thorough  knowledge  of  his  merchandise.  This 
means  not  merely  the  acquisition  of  a  few  "  selling  points " 
with  which  to  bait  customers,  but  such  information  as  will 
make  possible  an  intelligent  interest  in  the  processes  by  which 


TRAINING  FOE  RETAIL  STORES  97 

the  goods  have  been  produced,  and  the  ability  to  give  the 
customer  sound  advice  about  the  selection,  use  and  care  of 
what  he  purchases;  (2)  The  salesperson  should  be  trained  in 
the  best  methods  of  discovering  and  supplying  the  needs  of 
customers.  Great  variations  in  the  commodities  dealt  with  do 
not  prevent  the  recognition  of  processes  common  to  all  forms 
of  retail  selling,  and  customers  have  enough  in  common  to 
permit  classification  and  the  formulation  of  general  plans 
suitable  for  dealing  with  different  types  of  buyers. 

Knowledge    of   Merchandise    Gained   in   Secondary   School 

Courses 

•  The  more  detailed  knowledge  of  the  merchandise  cannot  be 
given  in  the  training  courses  of  secondary  schools.  The  prac- 
tice work  of  the  students  will  acquaint  them  with  greatly  di- 
versified stocks  of  goods,  so  that  instruction  fitted  to  the  ex- 
periences of  one  group  of  students  will  have  little  application 
to  those  of  another.  In  the  secondary  schools,  as  in  the  ele- 
mentary, some  shifting  of  emphasis  in  courses  commonly  of- 
fered would  assist  in  supplying  a  background  of  knowledge 
useful  both  to  consumers  and  distributors  of  the  commodities 
which  contribute  to  comfort  in  the  daily  life  of  civilized  people. 
The  study  of  textiles  and  of  elementary  principles  of  costume 
designing  and  of  household  decoration  belongs  primarily  in 
the  domestic  arts  courses.  This  is  true  also  of  the  instruc- 
tion dealing  with  foods  and  household  equipment.  The  teacher 
of  salesmanship  should  be  responsible  merely  for  reviewing, 
extending,  and  making  a  somewhat  different  application  of 
what  has  been  acquired  from  these  other  parts  of  the  high 
school  course.  The  training  which  will  give  historical  per- 
spective and  a  knowledge  of  spoken  and  written  English  also 
must  be  given  chiefly  in  the  general  courses  dealing  with  these 
subjects,  but  as  in  the  elementary  schools,  there  are  opportuni- 
ties for  correlation  with  important  vocational  interests.9 


9A  syllabus  outlining  work  suitable  for  a  secondary  school  course  in  retail 
selling  is  given  in  Syllabus  A,  of  Bulletin  No.  22,  on  Retail  Selling,  Federal 
Board  of  for  Vocational  Education. 


98  TRAINING  FOB  STORE  SERVICE 

Class  Reports  on  Merchandise 

Interest  in  discovering  as  much  as  possible  about  the  mer- 
chandise handled  and  acquaintance  with  means  by  which  such 
knowledge  may  be  obtained  are  two  services  which  can  be 
rendered  in  a  secondary  school  course  dealing  with  retail  sell- 
ing. Descriptions  by  pupils  of  the  goods  sold  in  departments 
where  they  do  practice  work  will  have  the  double  value  of  ac- 
quainting fellow  students  with  varied  stocks  and  of  promoting 
the  acquiring  of  a  store  vocabulary.  Pupils  should  be  taught 
to  discover  information  in  trade  journals,  periodical  litera- 
ture and  manufacturers '  reports,  and  could  easily  be  interested 
in  making  collections  of  clippings  or  pamphlets  which  might 
be  the  beginning  of  the  equipment  of  an  expert.  Since  so  high 
a  proportion  of  the  secondary  students  do  not  make  practical 
use  of  the  training  in  salesmanship,  intelligent  vocational  in- 
terest and  ability  in  locating  desired  information  are  as  im- 
portant aims  as  facility  in  specific  store  occupations.10 

Meeting  Customers 

Confusion  and  embarrassment  would  be  likely  to  result  from 
efforts  to  acquaint  students  of  secondary  school  age  with  the 
elaborate  discussions  of  the  psychology  of  salesmanship,  and 
with  means  for  recognizing  and  classifying  the  different  types 
of  customers.  Simple  and  concrete  instruction  by  means  of 
demonstration  sales,  and  the  discussion  of  the  experiences  met 
with  in  the  course  of  their  practice  work  are  the  methods  found 
satisfactory  by  persons  who  have  had  successful  experience  in 
dealing  with  juvenile  salespeople.11  Details  of  subjects  suit- 
able for  discussion  will  be  found  in  the  Bulletin  on  Retail  Sell- 
ing12  and  in  the  outline  of  plans  for  training  salespeople  of  the 
ready-made  clothing  department,  given  in  Appendix  II,  of  this 
Bulletin. 

The  development  of  a  strictly  impersonal  point  of  view  is 
one  of  the  chief  benefits  to  be  derived  from  training  in  sales- 


10A  classified  list  of  books  and  periodicals  which  will  supply  such  informa- 
tion is  given  in  Appendix  II,  pp.  133-138. 

"Norton,  Helen  Rich,  Department-Store  Education,  pp.  17-19,  tells  of  meth- 
ods of  conducting  a  demonstration  sale — Bulletin,  1917,  No.  9,  Bureau  of  Edu- 
cation. 

"Bulletin  No.  22,  Federal  Board  for  Vocational  Education. 


TEAINING  FOE  EETAIL  STOEES  99 

manship.  The  young  person  learns  to  forget  himself  in  the 
enthusiastic  efforts  to  meet  fully  the  requirements  of  his  job. 
All  of  his  powers  are  enlisted  in  the  rendering  of  a  social  and 
business  service.  The  unpleasant  manners  of  an  arrogant 
customer  are  overlooked  when  attention  is  focused  on  the 
efforts  to  discover  just  what  is  wanted  and  to  supply  this  or 
a  satisfactory  substitute  from  the  stock.  There  is  an  element 
of  sportmanship  in  such  encounters,  during  which  efforts  are 
made  to  grasp  quickly  and  satisfy  fully  the  desires  of  the 
varied  types  of  customers  who  come  to  the  counters  of  a  great 
store. 

Training  Given  Regular  Employees 

Training  given  to  persons  holding  positions  is  the  most 
significant  and  satisfactory  form  of  vocational  education  in 
retail  selling  as  in  many  other  fields  of  employment.  The 
organization  of  such  training  must  vary  with  local  conditions. 
In  small  places  the  public  school  director  of  instruction  in  re- 
tail selling  could  organize  part-time  classes  for  junior  em- 
ployees, meeting  during  business  hours,  and  could  arrange 
short  unit  courses  for  older  workers  which  might  meet  during 
business  hours  in  dull  months  or  in  the  evenings  of  busier 
seasons.  A  well-organized  educational  department  is  gaining 
recognition  as  an  indispensable  means  of  insuring  the  effici- 
ency of  the  employees  of  large  stores.13  The  varied  activities 
which  have  been  developed  by  the  gifted  and  experienced  edu- 
cational directors  of  the  Boston  stores  will  prove  suggestive 
to  persons  undertaking  this  new  and  important  form  of  store 
service.14 

New  or  Juvenile  Employees 

Much  needless  waste  and  annoyance  accompanied  the  older 
methods  of  starting  new  employees  in  their  store  positions. 
Failure  to  give  complete  instruction  resulted  in  errors,  and 
weeks  often  passed  before  the  new  worker  became  familiar 


"Mrs.  Prince  gives  a  list  of  58  stores  located  in  all  parts  of  the  country 
which  maintain  educational  work,  Bulletin  No.  22,  Retail  Selling,  89-90. 

'This  discussion  of  training  workers  on  the  job  is  largely  a  summary  of 
the  educational  activities  directed  by  Miss  Bernice  M.  Cannon  of  William  Fi- 
lene's  Sons  Company,  Miss  Helen  R.  Norton  of  R.  H.  White  Company  and  Miss 
Mary  Hopkins  of  Jordan  Marsh  Company. 


100  TRAINING  FOR  STORE  SERVICE 

with  the  store  system  and  with  the  stock  and  organization 
of  her  department.  The  time  of  high-salaried  executives  was 
wasted  in  giving  instruction  or  making  adjustments  between 
new  and  old  employees.  Frequently  the  new  employee  be- 
came discouraged  and  left  just  as  her  services  reached  a  value 
equal  to  the  training  given,  and  then  the  entire  wasteful  per- 
formance was  repeated.  The  large  Boston  stores  find  it  profit- 
able to  have  an  instructor  who  gives  her  entire  time  to  the 
training  of  new  or  junior  employees,  and  their  educational 
departments  are  making  special  studies  for  the  purpose  of 
standardizing  and  reducing  the  costs  of  this  instruction. 

REDUCING  THE  COST  OF  NEW  EMPLOYEES 

The  cost  of  starting  a  new  employee  in  a  store  position  in 
Boston  is  estimated  to  be  fifty  to  two  hundred  dollars.  Train- 
ing may  be  short  and  inexpensive  when  the  position  is  one 
where  the  tasks  are  simple,  and  the  loss  in  efficiency  or  inter- 
ruption of  the  work  of  other  members  of  the  department  may 
be  slight.  The  expense  is  much  greater  when  the  employment 
department  makes  special  investigations  of  fitness,  when  store 
executives  co-operate  in  the  training,  and  when  the  work  of 
highly  paid  store  employees  is  interrupted  or  decreased  in 
efficiency  during  the  period  of  change.  The  educational  direc- 
tor of  one  Boston  store  who  is  making  a  special  study  of  the 
cost  of  training  new  employees  suggests  two  methods  of  econ- 
omy: (1)  Whenever  it  is  possible,  the  giving  of  instruction 
should  be  the  work  of  the  educational  department  or  of  the  less 
highly  paid  employees ;  (2)  Printed  instructions  may  assist  in 
the  training  as  soon  as  the  chief  store  tasks  have  been  stand- 
ardized. 

INSURING  A  CORDIAL  RECEPTION   OF  THE   NEW  EMPLOYEE 

An  interesting  "  sponsor M  system  for  the  purpose  of  wel- 
coming new  employees  has  been  developed  in  one  store.  Such 
cases  as  this  were  common:  A  saleswoman  applied  for  a 
position,  and  was  interviewed  by  the  officials  of  the  employ- 
ment office,  who  had  her  credentials  carefully  investigated. 
After  acceptance  as  a  suitable  candidate  for  employment, 


TRAINING  FOB  RETAIL  SHORES  101 

training  was  given  in  the  store  system  and  in  the  duties  of  the 
position  for  which  she  was  selected.  These  activities  cost  the 
store  about  fifty  dollars.  When  she  took  her  place  behind  the 
counter,  the  other  saleswomen  treated  her  in  a  cold  and 
haughty  manner.  Such  a  reception  may  be  due  to  a  reluctance 
to  share  in  commissions,  or  to  some  social  inferiority  at- 
tributed to  the  newcomer.  The  result  usually  is  a  notice  at  the 
end  of  the  week  that  the  newcomer  does  not  like  the  place  and 
another  person  must  be  found  and  trained  for  the  position. 
The  aim  of  the  sponsor  system  is  defined  as:  /'To  instill 

the store  spirit  in  new  employees  by  helping  them  in 

every  way  to  understand  the  rules  and  policies  of  the  store. ' ' 
The  sponsor  in  each  department  welcomes  and  assists  the  new- 
.  comer ;  she  introduces  her  to  the  buyer  and  other  members  of 
the  department,  and  informs  her  about  the  location  of  various 
conveniences  supplied  for  store  employees;  she  relieves  the 
•education  department  of  some  of  the  instruction  about  the 
location  and  methods  of  caring  for  the  stock,  and  explains  any 
features  of  the  store  system  which  have  been  imperfectly 
understood.  Thus  the  new  employee  is  brought  quickly  to  a 
consciousness  of  full  membership  in  the  store  force  and  of 
ability  to  succeed  in  the  work  of  her  department. 

Training  for  Special  Services 

An  important  part  of  the  work  of  the  education  department 
of  a  store  is  the  training  of  a  contingent  force  to  be  used  as 
extras  during  busy  seasons  or  when  the  store  anticipates  an 
important  special  sale.  As  already  suggested,15  these  work- 
ers may  be  drawn  from  other  departments  which  will  not  be 
busy  during  the  seasons  when  the  extra  selling  force  is  needed. 
Girls  from  the  high  school  salesmanship  classes  may  be  given 
training  which  will  enable  them  to  understand  more  fully  the 
policies  peculiar  to  the  store.  Former  saleswomen  who  have 
married,  but  who  will  gladly  accept  temporary  employment, 
may  be  brought  back  for  the  instruction  which  will  acquaint 
them  with  the  changes  in  store  system  and  the  selling  points 
of  new  stocks.  Such  preparation  makes  possible  an  extra 


"Chapter  V,  p.  79. 


102  TRAINING  FOB  STOEE  SERVICE 

force  which  can  deal  with  the  rush  of  business  of  a  busy  sea- 
son without  friction  or  confusion  and  with  a  minimum  of  those 
losses  which  result  from  the  errors  of  new  employees. 

The  educational  director  may  co-operate  in  training  and 
organizing  the  regular  employees  so  that  emergency  needs  can 
be  met  without  engaging  new,  temporary  workers.  This  is 
highly  desirable  since  a  rapid  increase  in  the  cost  of  store 
labor  has  been  brought  about  by  the  scarcity  of  workers,  the 
enforcement  of  minimum  wage  decrees,  the  general  rise  in 
wages  made  necessary  by  the  increased  cost  of  living  and  the 
desire  of  store  executives  to  compete  successfully  with  other 
employers  in  obtaining  the  young  people  of  superior  natural 
ability  and  good  education.  Readily  accessible  information 
about  the  personal  capacities  of  all  employees  is  one  method 
of  promoting  this  economical  use  of  the  regular  store  force. 
Personnel  or  employment  managers  find  it  desirable  to  record 
carefully  the  lines  of  work  in  which  each  person  is  proficient. 
When  properly  indexed  such  personal  histories  often  make 
possible  the  prompt  filling  of  unexpected  vacancies,  or  the 
organization  of  a  force  of  extra  workers,  by  the  shifting  of 
regular  employees  from  departments  which  are  not  particular- 
ly busy.  Workers  who  have  had  some  experience  with  the 
stocks  to  be  sold  and  who  are  familiar  with  the  store  system 
may  be  trained  quickly  to  serve  efficiently  as  substitutes  for 
absent  workers,  or  to  handle  goods  offered  in  special  sales. 
This  policy  of  shifting  regular  rather  than  of  hiring  part-time, 
extra  workers  often  promotes  business  conditions  which  are 
desirable  both  for  employer  and  employee. 

Advertising  campaigns  often  bring  better  results  when 
salespeople  have  been  trained  to  effective  co-operation  in 
spreading  a  knowledge  of  the  opportunities  which  the  store 
offers  its  customers  and  in  presenting  effectively  the  goods 
offered  in  special  sales.  Buyers  are  continually  on  the  look- 
out for  stocks  of  desirable  goods  which  may  be  bought  at 
bargain  prices.  These  are  special  features  of  well-advertised 
sales  which  bring  a  rush  of  customers  to  the  store.  Sales- 
people should  be  familiar  with  the  circumstances  which  make 
it  possible  to  offer  the  merchandise  at  reduced  prices  and 


TRAINING  FOE  EETAIL  STORES  103 

should  be  coached  in  the  presentation  of  the  best  selling  points 
of  the  goods.  It  is  often  possible  to  direct  the  attention  of 
patrons  of  such  sales  to  supplies  in  the  general  stock  which 
will  be  useful  with  the  specially  priced  goods.  An  alert  educa- 
tional director  will  call  attention  to  all  such  opportunities  for 
increasing  the  business  of  the  store. 

Training  of  the  Regular  Sales  Force 

Educational  work  with  the  regular  sales  force  of  a  large 
store  has  three  aims :  (1)  The  giving  of  a  thorough  knowledge 
of  the  stock;  (2)  Teaching  the  care  of  merchandise,  so  that  it 
will  be  displayed  to  advantage  and  preserved  from  deteriora- 
tion; (3)  Preparation  for  giving  the  best  possible  service  to 
customers. 

(1)  Knowledge  of  the  Stock.  Young  persons  who  enter 
store  service  should  have  a  general  knowledge  of  industrial 
history  and  of  modern  methods  of  production  and  distribution, 
such  as  has  been  suggested  in  our  discussion  of  courses  in  sec- 
ondary schools  which  prepare  for  mercantile  positions.  It  is 
difficult  for  the  educational  department  of  a  store  to  supply 
this  cultural  background  because  its  instruction  must  deal 
chiefly  with  matters  which  are  of  more  immediate  and  direct 
value  in  promoting  the  business  of  the  store.  However,  op- 
portunities will  arise  when  new  stock  is  being  studied  for  brief 
reviews  of  the  history  of  industry,  for  descriptions  of  essential 
processes  in  the  production  of  staple  goods,  and  for  skillfully 
directed,  informal  discussions  which  may  be  the  means  of 
teaching  the  simpler  principles  of  economics  and  aesthetics. 
When  interest  has  been  aroused,  the  more  ambitious  workers 
may  be  stimulated  to  continue  their  studies  with  the  help  of 
carefully  selected  reading  lists. 

Buyers  in  Boston  stores  co-operate  systematically  with  edu- 
cational directors  in  giving  instruction  which  will  acquaint 
salespeople  with  the  uses,  methods  of  production  and  best  sell- 
ing points  of  new  stocks.  Such  educational  activities  are  a 
means  of  promoting  the  continuous  interchange  of  information 
between  the  persons  who  provide  and  those  who  sell  the  mer- 
chandise. Since  the  buyers  meet  the  manufacturers  or  their 
representatives,  they  pick  up  much  interesting  information 


104  TRAINING  FOR  STORE  SERVICE 

about  the  uses  and  methods  of  producing  store  commodities. 
The  salespeople,  on  the  other  hand,  are  in  a  position  to  learn 
the  value  placed  on  the  goods  by  the  consumer  who  is  the  final 
judge  of  their  worth.  The  buyers  '  knowledge  will  assist  sales- 
people in  efforts  to  give  to  the  public  the  best  available  means 
of  supplying  their  needs,  and  the  salespersons'  information 
will  enable  producers  and  distributors  to  discover  what  is 
needed  for  the  promotion  of  human  comfort  and  happiness. 

(2)  Care  of  Merchandise.  Thousands  of  dollars  are  lost  by 
large  stores  because  of  damage  done  to  goods  while  they  are 
being  offered  for  sale.  Continuous  effort  is  necessary  in 
order  to  maintain  the  stock  in  a  fresh  and  desirable  condition. 
A  crude  and  slovenly  arrangement  of  goods  gives  them  an 
unattractive  appearance  and  lowers  the  tone  of  the  store. 
Great  stores  usually  are  clustered  in  one  part  of  the  city  and 
customers  pass  easily  from  one  place  to  another.  Merchants 
desiring  to  attract  superior  types  of  customers  must  study 
these  subtle,  psychological  effects,  as  the  decisions  of  cus- 
tomers usually  are  influenced  more  by  suggestion  than  by  in- 
telligent weighing  of  the  values  of  merchandise. 

The  most  effective  method  of  promoting  good  care  of  stock 
found  in  the  course  of  our  study  of  Boston  stores  has  been  de- 
scribed in  the  discussion  of  methods  of  standardizing  store 
practices.  There  should  be  definite  agreements  about  all  the 
details  of  stock  arrangement  and  management  as  otherwise 
the  different  workers  in  a  department  cannot  unite  in  produc- 
ing an  orderly  effect.  Boxed  stock  should  be  folded  correctly 
and  the  boxes  stacked  in  a  uniform  manner,  folded  stock  should 
be  piled  on  shelves  in  accordance  with  a  plan  definitely  agreed 
upon ;  hanging  garments  should  all  face  in  one  direction ;  loose 
buttons,  braids  and  labels  should  receive  prompt  attention,  and 
skillful  pressing  should  be  provided  in  order  that  the  fresh 
appearance  expected  in  new  goods  may  be  restored.  The 
tangled  confusion  of  a  remnant  sale  was  avoided  in  one  Boston 
store  by  rolling  each  piece  of  silk  in  a  strip  of  paper  on  which 
the  length,  width  and  price  of  the  goods  was  written.  A  quickly 
adjusted  rubber  band  held  the  rolls  which  were  stacked  so 
that  the  loose  ends  of  silk  easily  could  be  examined  by  cus- 


TEAINING  FOB  EETAIL  STORES  105 

tomers.  In  another  store  shirt  waists  offered  in  a  special 
sale  were  hung  on  iron  framework  above  the  counters  with 
signs  showing  sizes  and  prices.  They  were  easily  inspected 
by  customers  and  lost  value  less  rapidly  than  when  heaped  in 
disorderly  piles  through  which  each  newcomer  rooted  with  the 
hope  that  good  bargains  in  her  size  might  be  discovered.  Other 
ingenious  plans  for  preserving  and  improving  the  appearance 
of  the  stock  are  sure  to  result  when  there  is  an  educational 
director  engaged  in  the  systematic  focusing  of  attention  on 
store  problems  and  the  tactful  enlistment  for  their  solution 
of  the  interest  and  inventiveness  of  store  employees. 

(3)  Service  to  Customers.  New  conceptions  of  the  social 
significance  of  service  in  mercantile  establishments  are  de- 
veloping as  a  result  of  the  educational  activities  and  research 
which  are  being  promoted  by  groups  of  progressive  employ- 
ers. The  older  view  that  salesmanship  is  a  contest  of  wits  in 
which  the  merchant  aims  at  gaining  an  advantage  over  the 
customer  has  been  abandoned  by  all  reputable  mercantile  es- 
tablishments. '  '  The  customer  must  be  satisfied, ' '  is  the  slogan 
which  is  sounded  continuously  in  the  literature  of  salesman- 
ship. The  ideal  salesperson  of  a  modern  store  is  a  person  of 
quick  perceptions  who  meets  the  customer  sympathetically 
and  supplies  her  promptly  with  the  goods  best  adapted  to  her 
needs.  Assistance  in  selection  may  be  given  in  a  tactful  way 
so  that  the  salesperson  may  be  regarded  as  an  expert  in  the 
application  of  the  available  resources  of  production  so  that 
maximum  benefits  shall  result  from  the  consumption  of  wealth. 

Training  to  this  new  point  of  view  must  be  a  gradual  pro- 
cess. It  is  necessary  that  the  spirit  of  kindly  and  intelligent 
service  shall  permeate  the  entire  body  of  store  employees,  so 
that  each  new  worker  will  be  subject  to  the  influence  of  the 
group  psychology.  The  newer  policies  which  demand  the 
careful  selection  of  persons  whose  training  and  personal  char- 
acters indicate  that  they  may  develop  into  satisfactory  co- 
workers  in  a  great  mercantile  enterprise,  which  supply  ample 
educational  opportunities  so  that  the  ambitious  feel  assured  of 
satisfactory  business  careers,  which  give  organizations  of 
employees  a  share  in  the  control  of  their  conditions  of  work, 


106  TRAINING  FOR  STOEE  SERVICE 

and  which  assure  a  just  participation  in  the  financial  rewards 
of  good  service,  are  all  means  of  promoting  good  salesmanship 
at  the  counters  of  the  store. 

The  meeting  of  people  is  an  art  which  some  persons  de- 
velop more  readily  than  others.  Practice  in  the  imitation  of 
satisfactory  models  may  enable  the  clumsy  and  bashful  to 
acquire  the  social  graces  which  are  natural  gifts  for  more 
fortunate  companions.  The  demonstration  sale  in  which  suc- 
cessful salespeople  go  through  processes  of  presenting  goods 
and  convincing  a  reluctant  customer  of  their  value  is  a  dra- 
matic and  effective  means  of  training  inexperienced  sales- 
people. Questions  and  discussions  in  the  class  may  bring  out 
all  the  fine  points  of  such  an  exercise.  Participation  as  actors 
or  auditors  in  such  sales  may  promote  a  professional  spirit  in 
salespeople  and  may  result  in  more  uniform  standards  of 
service  in  the  departments  where  they  are  conducted  as  a 
regular  part  of  the  store  educational  activities. 

Shoppers  are  sometimes  employed  by  large  stores  for  the 
purpose  of  obtaining  an  objective  view  of  the  store  service. 
These  experts  come  to  the  salespeople  as  customers  and  study 
carefully  the  manner  in  which  their  supposed  needs  are  sup- 
plied. There  is  danger  that  this  means  of  improving  sales- 
manship may  do  more  harm  than  good,  as  the  store  em- 
ployees may  regard  it  as  a  spy  system,  but  when  such  reports 
are  used  as  a  basis  for  kindly,  constructive  criticism,  the  sales- 
people of  the  store  may  be  benefited.  Since  such  shoppers  also 
visit  rival  stores,  their  reports  may  arouse  a  spirit  of  emula- 
tion, as  comparisons  can  be  made  which  will  stimulate  efforts 
to  equal  competitors  or  give  a  gratifying  sense  of  superiority. 


Promotion  to  the  position  of  buyers  is  the  usual  reward  for 
careful  attention  to  salesmanship.  Through  successful  service 
at  the  counter  the  young  store  workers  learn  what  the  con- 
suming public  demands;  the  next  stage  of  their  mercantile 
careers  demands  a  thorough  knowledge  of  the  production  and 


"This  discussion  of  the  training  of  buyers  is  based  largely  on  extracts  from 
talks  given  by  merchandisers  of  the  Jordan  Marsh  department  store. 


TRAINING  FOE  RETAIL  STORES  107 

wholesale  marketing  of  the  commodities  sold  in  the  store  de- 
partments which  they  serve.  Buyers  carry  greater  responsi- 
bilities than  salespeople  as  mistaken  choice  of  merchandise 
may  bring  the  store  heavy  financial  losses.  On  the  other  hand 
their  store  duties  are  less  monotonous;  they  frequently  are 
sent  to  other  cities  or  to  Europe  to  select  new  stock  and  so 
learn  more  about  general  business  conditions ;  and  exceptional 
success  will  qualify  them  for  the  important,  high-salaried  posi- 
tions of  merchandisers  or  store  executives. 

The  educational  director  may  co-operate  with  merchandisers 
in  developing  effective  instruction  for  assistant  buyers  and 
for  experienced  salespeople  who  wish  to  fit  themselves  for 
greater  responsibilities.  The  busy  merchandisers  must  first 
be  persuaded  to  come  to  the  classroom  and  impart  the  shrewd 
business  knowledge  which  they  have  gained  by  years  of  ex- 
perience in  driving  good  bargains  in  order  to  obtain  stocks 
which  the  public  will  be  eager  to  buy.  A  series  of  suggestive 
topics  or  pertinent  questions  sometimes  will  stimulate  interest 
in  organizing  their  information  so  that  its  educational  value 
will  be  increased.  Assurance  of  the  informality  of  the  con- 
ference will  overcome  the  reluctance  of  men  of  action  to  as- 
sume the  role  of  pedagogues.  Talks  by  merchandisers  may 
alternate  with  discussions  led  by  the  educational  director  in 
which  important  points  will  be  emphasized  and  given  their 
concrete  applications. 

A  few  extracts  from  reports  of  informal  talks  given  by  mer- 
chandisers of  the  Jordan  Marsh  store  will  show  the  value  and 
interest  of  such  a  course  for  buyers  as  has  been  suggested. 
Such  instructions  may  be  grouped  under  three  general  heads : 
First,  means  of  keeping  in  touch  with  the  condition  and  needs 
of  the  store  stocks  for  which  the  buyers  are  responsible ;  Sec- 
ond, methods  of  studying  the  market  and  of  winning  favorable 
terms  from  jobbers  or  manufacturers  and  their  salesmen; 
Third,  store  policies  in  fixing  the  selling  prices  of  goods. 

(1)  Knowledge  of  the  Stock 

*  '  The  stock  must  be  kept  well  balanced.  When  there  are  no 
broad  plans,  success  is  due  merely  to  spot  luck — to  hit  or 
miss." 


108  TRAINING  FOR  STORE  SERVICE 

"Analyze  your  stock.  Keep  a  record  of  all  merchandise 
purchased.  Learn  the  quality  most  in  demand  and  the  popular 
price.  Maintain  an  inventory  of  quality,  price  and  style  of 
goods  which  you  consider  desirable  for  your  department  and 
organize  a  regular  budget  system.  Buy  to  fill  in  vacancies.  It 
is  well  to  maintain  '  present  order*  and  'advance  order ' 
books. " 

"Learn  to  sense  your  trade  by  consulting  salespeople  and  by 
waiting  on  customers  and  getting  comments  first  hand.  Study 
the  want  slips.17  Watch  the  sale  of  new  merchandise : — if  suc- 
cessful, recorder  readily. " 

"The  poor  selection  of  unsalable  stock  has  put  many  a 
merchant  on  the  rocks.  Remember  that  goods  you  haven't 
cause  less  trouble  than  goods  you  have  and  can't  get  rid  of. 
The  unwise  buying  of  large  lots  of  goods  that  do  not  sell  ex- 
cept at  greatly  reduced  prices  is  the  chief  avenue  by  which 
profits  are  wasted.  Money  is  made  on  turnovers,  not  on  left- 
overs." 

"Inspect  your  merchandise  carefully,  notice  whether  it  is 
uniform  in  quality  and  well  up  to  the  samples  or  specifica- 
tions." 

"Study  specialties;  they  give  tone  to  a  department  and 
bring  quick  profits." 

(2)  The  Buyer  and  His  Markets 

"Buyers  should  study  trade  journals  in  order  to  gain  a 
knowledge  of  the  fundamental  conditions  which  influence  their 
markets.  The  cost  of  labor  and  of  raw  materials  always  are 
important  factors  in  determining  prices.  Variations  in  steel 
tonnage  are  indications  of  probable  changes  in  business  condi- 
tions. The  political  situation  will  sometimes  influence  prices. 
Crop  returns  in  the  United  States  and  political  and  economic 
conditions  in  foreign  countries  are  also  factors  which  must  be 
kept  in  mind  when  placing  large  orders  for  merchandise." 

"Keep  a  list  of  manufacturers, — both  active  and  inactive. 
Get  in  personal  touch  with  each  one  from  time  to  time.  Don't 
slight  any  one.  Study  each  carefully  and  try  to  treat  him  in 


"These  are  reports  of  salespeople  of  goods  asked  for  by  customers  but  not 
in  the  stocks  of  the  store. 


TEAINING  FOE  EETAIL  STOEES  109 

a  friendly  manner.  Small  manufacturers  sometimes  produce 
attractive  new  articles,  new  firms  may  sell  to  better  advantage, 
and  it  is  well  to  broaden  the  avenues  of  buying  so  that  the 
store  will  not  become  dependent  on  a  few  manufacturers." 

"Cultivate  the  acquaintance  of  other  buyers  as  much  may 
be  learned  from  them. ' ' 

"Salesmen  of  manufacturers  also  are  great  sources  of  in- 
formation. Listen  carefully  to  their  selling  arguments,  notice 
the  strongest  points  made  by  each,  so  that  you  will  be  assisted 
in  the  comparison  and  selection  of  merchandise.  Examine 
every  line  of  samples,  but  do  not  talk  too  much  when  looking 
at  samples ;  your  criticisms  may  aid  a  competitor.  If  you  see 
a  fault  in  merchandise,  pass  it  up." 

"Keep  your  appointments  with  salesmen — if  you  cannot  do 
so,  notify  them.  You  will  gain  their  favor  by  treating  them  in 
a  friendly  and  courteous  manner,  so  that  they  will  bring  to 
your  attention  'off  price '  merchandise.  But  always  keep  in 
mind  the  motto,  'I  am  going  to  buy  what  I  want, — not  what 
the  salesman  wants  to  sell. '  ' ' 

"The  card  record  of  each  manufacturer  should  contain 
accurate  information  covering  such  points  as : 

"Eeliability  in  delivering  goods? 

"Does  he  always  fill  orders  at  the  time  agreed  upon? 

' '  Capacity  of  his  plant.  How  large  an  order  can  be  handled 
promptly? 

' '  Quality  of  his  goods.  Will  they  maintain  a  uniform  grade, 
or  run  above  or  below  the  standard  of  the  sample  ? 

"Honesty  and  business  standing  of  the  firm.  Is  it  neces- 
sary to  be  on  the  lookout  for  underhand  deals  ? ' ' 

(3)  Marking  the  Stock 

Buyers  are  responsible  for  fixing  the  prices  at  which  the 
commodities  in  their  departments  are  to  be  sold.  This  must 
be  done  in  accordance  with  the  general  policies  of  the  store. 
Elaborate  statistical  studies  and  expert  accounting  is  neces- 
sary in  order  to  adjust  selling  prices  so  that  they  will  cover 
properly  the  varied  expenses  of  a  great  store.  The  necessity 
of  keeping  the  stock  moving  complicates  the  problems  of 
price  fixing.  The  buyer  in  consultation  with  his  merchandiser 


110  TEAINING  FOE  STOEE  SEEVICE 

must  decide  when  a  mark-down  is  necessary  in  order  to  avoid 
carrying  too  heavy  a  stock  of  goods  which  will  deteriorate  in 
value. 

There  are  great  variations  between  stores  in  the  methods 
of  price  fixing,  so  that  each  group  of  buyers  is  in  need  of  care- 
ful instruction  by  the  merchandisers  or  executives  who  are 
responsible  for  his  store  policies.  The  whole  matter  of  retail 
prices  is  a  field  of  economics  about  which  little  is  known  and  in 
which  there  is  great  need  for  economic  research. 

The  Successful  Buyer 

What  constitutes  a  successful  buyer  who  would  be  looked 
upon  as  a  suitable  candidate  for  promotion  to  the  responsibili- 
ties of  a  merchandiser  is  suggested  by  the  following  extracts : 

"The  buyer's  reputation  is  determined  by  four  factors : 

(1)  The  volume  of  goods  sold  during  the  year. 

(2)  The  number  of  turnovers,  or  the  number  of  times  his 
capital  comes  back  from  the  sale  of  goods  and  can  be  used 
again  for  buying  new  stock. 

(3)  The  amount  of  net  profits. 

(4)  Stock  conditions  when  the  inventory  is  taken. " 

"The  real  merchant  must  have  two  things  continuously, 
(1)  volume  of  sales,  and  (2)  sufficient  net  profits.  Nothing 
but  volume  of  sales  can  overcome  the  inertia  of  fixed  expenses 
and  provide  surplus  profits." 

"A  buyer  is  bound  to  make  mistakes, — but  it  is  much  better 
for  him  to  make  mistakes  than  not  to  make  any  because  he  is 
not  aggressive. " 

"Keep  profits  up,  your  terms  right,  your  stocks  clean,  and 
success  is  yours. " 

OBGANIZING  THE  VOCATIONAL  KNOWLEDGE  OF  THE  STOEE 

The  co-operation  for  educational  purposes  which  may  be 
developed  in  the  working  force  of  the  store  has  almost  un- 
limited possibilities.  The  offering  of  prizes  for  suggestions 
which  will  increase  efficiency  is  a  common  method  of  enlist- 
ing this  interest  of  employees  in  both  industrial  and  mer- 
cantile establishments.  Spontaneous  intellectual  activity  of 
this  sort  is  comparatively  rare,  but  with  some  stimulation  and 


TRAINING  FOE  RETAIL  STORES  111 

suggestions  from  an  efficient  educational  department  there  are 
but  few  groups  of  store  employees  who  are  unable  to  con- 
tribute from  their  experience  data  of  value  in  promoting  the 
success  of  the  business.  Bundlers  and  packers  may  discover 
how  to  conserve  expensive  supplies,  delivery  people  observe 
ways  of  shortening  routes  and  avoiding  frequent  undelivered 
merchandise,  auditors  and  inspectors  discover  the  errors  in 
sales  slips,  which  are  most  common;  complaint  clerks  learn 
the  causes  of  offense  which  drive  away  the  customers;  and 
salespeople  gather  first  impressions  about  what  the  public  will 
buy.  The  success  of  the  store  educational  work  is  measured 
largely  by  its  ingenuity  in  gathering  and  disseminating  the 
varied  information  which  results  from  the  daily  experiences  of 
the  store  working  force. 

A  Store  Advisory  Board 

The  advisory  board  which  has  been  organized  by  the  educa- 
tional director  of  one  of  the  Boston  stores  is  an  effective  de- 
vice for,  as  she  expresses  it,  "feeding  into  the  department 
problems  from  the  point  of  view  of  the  fellow  worker. ' '  Four- 
teen representative  employees  of  the  store  meet  with  the  di- 
rector for  the  purpose  of  discussing  what  subjects  should  be 
taken  up  in  order  to  increase  the  comfort  or  efficiency  of  em- 
ployees or  the  success  of  the  store.  Members  of  such  a  com- 
mittee may  report  suggestions  from  those  whom  they  repre- 
sent, and  may  assist  in  enforcing  standards  which  have  been 
adopted  in  conferences.  Another  experienced  educational  di- 
rector pointed  out  the  folly  of  giving  power  without  responsi- 
bility; when  employees  through  their  representatives  co- 
operate in  the  development  of  store  policies  promoting  effici- 
ency, they  will  appreciate  the  justice  of  the  demand  that  they 
assist  in  their  enforcement. 

Service  Clubs  or  Booster  Clubs 

Continued  training  of  the  regular  selling  force  of  one  Bos- 
ton store  has  taken  the  form  of  et service  clubs"  whose  aim  is 
"to  give  better  service  to  customers  through  increased  in- 
telligence and  alertness  of  salespersons, — resulting  in  increas- 
ed sales. "  The  members  of  these  clubs  meet  in  groups  at 


112  TRAINING  FOE  STORE  SERVICE 

times  when  they  can  be  spared  from  their  departments  for  the 
purpose  of  receiving  instruction  in  salesmanship  and  in  store 
policies.  Such  subjects  are  considered  as,  methods  of  ap- 
proaching a  customer,  talking  points  of  merchandise,  suitable 
English  for  use  in  discussing  stock  and  how  to  meet  emergen- 
cies. Demonstration  sales  are  held  and  discussed  or  criticised 
by  the  club  members.  Loyalty  to  the  store  is  promoted  by 
teaching  the  history  of  its  development,  by  pointing  out  the 
numerous  ways  in  which  its  managers  endeavor  to  deal  justly 
and  generously  with  the  store  staff,  and  by  showing  the  inti- 
mate connections  between  the  personal  welfare  of  employees 
and  the  development  of  the  business  which  supplies  them  with 
a  livelihood. 

Co-operation  Between  Store  Education  and  Employment  De- 
partments 

The  necessity  of  close  co-operation  between  the  education  and 
employment  departments  is  so  apparent  that  the  two  forms  of 
service  are  frequently  organized  as  one  department.  The 
body  of  information  which  results  from  efforts  at  job  analyses 
and  standardization  is  indispensable  to  the  development  of 
sound  work  in  both  branches  of  store  service.  The  two  depart- 
ments must  co-operate  in  providing  new  workers  to  fill  va- 
cancies and  in  preventing  the  heavy  expenses  resulting  from 
unnecessary  changes  in  the  store  personnel.  No  amount  of 
subsequent  training  can  remedy  the  natural  shortcomings  of 
poorly  selected  employees.  Frequently  the  carefully  organized 
plans  for  training  and  promotion  are  inoperative  because  it  is 
impossible  to  overcome  the  natural  handicaps  of  persons  who 
were  employed  without  consideration  of  whether  it  would  be 
possible  to  prepare  them  for  positions  to  which  they  normally 
would  be  promoted.  Recently  an  educational  director  made  a 
careful  study  of  a  group  of  store  employees  whose  positions 
were  such  that  they  could  learn  the  duties  of  executives.  She 
discovered  that  only  2  out  of  24  possessed  the  qualifications 
which  would  enable  them  to  succeed  the  executives  whom  they 
assisted.  This  discovery  led  to  the  formation  of  specifications 
which  will  guide  the  employment  department  so  that  the  places 
will  be  filled  in  the  future  with  persons  whose  natural  and 


TRAINING  FOB  RETAIL  STORES  113 

educational  qualifications  indicate  a  capacity  for  winning  pro- 
motion to  the  positions  for  which  they  serve  as  understudies. 
The  employment  manager  and  educational  director  must  co- 
operate in  the  study  of  the  talents  of  the  store  personnel  and 
in  efforts  to  find  for  each  person  the  position  in  which  the  best 
service  can  be  rendered.  The  records  of  sales,  the  results  of 
tests  in  the  educational  work,  and  the  reports  of  executives 
are  combined  to  form  estimates  of  the  value  of  the  services 
rendered.  Persons  who  fail  in  one  department  of  the  store 
may  succeed  in  another,  and  the  transfer  of  an  employee  al- 
ready familiar  with  the  store  system  means  less  expense  than 
the  training  of  a  new  worker.  There  is  danger  of  grave  in- 
justice to  more  modest  members  of  the  store  force  when  there 
are  no  systematic  tests  of  ability  to  aid  in  the  selection  of  per- 
sons who  fill  the  more  important  store  positions.  When  definite 
training  is  offered,  when  conferences  for  standardizing  store 
practices  give  opportunities  to  show  resourcefulness,  and 
when  self-governing  schemes  invite  the  exercise  of  capacity 
for  leadership,  recognition  and  increase  of  wages  are  given  to 
persons  capable  of  real  service  rather  than  to  those  who  mere- 
ly are  clamorous  and  self-assertive. 

NEED  OF  TRAINING  FOB  STORE  EXECUTIVES 

Two  universities  have  established  special  departments  for 
research  in  retail  selling,  and  valuable  investigations  are  be- 
ing made  by  other  organizations.  Such  activities  will  pave  the 
way  for  a  better  training  of  store  executives.  Conservative, 
autocratic,  store  executives,  who  have  no  conception  of  the 
new  standards  of  store  efficiency  and  are  untouched  by  the 
modern  spirit  of  democracy,  are  the  most  serious  obstacles  to 
the  development  of  the  fine  spirit  of  harmonious  co-operation 
in  rendering  efficiently  an  important  public  service  which  is 
the  ultimate  aim  of  education  for  retail  selling. 


APPENDIX  I 

STATISTICAL    DATA    SHOWING    CONDITIONS    OF 
EMPLOYMENT  OF  JUVENILE  STORE  WORKERS 

IN  BOSTON 

Educational  Certificates  of  Boston  Young  Persons  16  to  21 
Years  of  Age  - 

Educational  certificates  issued  to  minors  16  to  21  years  of 
age  have  supplied  statistical  data  for  our  discussions  of  the 
distribution  of  young  persons  in  Boston  business  establish- 
ments, of  industries  between  which  they  shift,  and  of  seasonal 
variations  in  their  entry  upon  or  changes  of  employment.  The 
law  requiring  that,  "No  child  who  is  over  sixteen  and  under 
twenty-one  years  of  age  shall  be  employed  in  a  factory,  work- 
shop, manufacturing,  mechanical  or  mercantile  establishment 
unless  his  employer  procures  and  keeps  on  file  an  educational 
certificate  showing  the  age  of  the  child  and  his  ability  or  in- 
ability to  read  and  write  as  hereinafter  provided, m  became 
effective  in  September,  1913.  Like  the  employment  certificate 
which  is  required  of  minors  14  to  16  years  of  age,  the  educa- 
tional certificate  is  issued  after  the  young  person  has  obtained 
a  promise  of  employment,  and  "must  be  returned  by  the  em- 
ployer to  the  office  of  the  superintendent  of  schools  from  which 
it  is  issued,  within  two  days  after  employment  by  him  of  the 
person  named  thereon  terminates.  "2  A  new  or  reissued  cer- 
tificate is  obtained  when  another  position  has  been  promised 
or  secured. 

Two  types  of  educational  certificates,  commonly  known  as 
"gold"  and  "gray"  certificates,  are  used:  the  former  is  issued 
to  literate  young  persons,  and  the  latter  to  illiterates,  or  those 
who  do  not  possess  '  *  such  ability  to  read,  write  and  spell  in  the 
English  language  as  is  required  for  the  completion  of  the 


"Acts  of  1913,  Chapter  779,  Section  23. 

'Acts  of  1913,  Chapter  779,  Sections  15  and  22.    This  statement  is  printed  on 
the  backs  of  all  certificates  issued. 

115 


116  TRAINING  FOE  STORE  SERVICE 

fourth  grade.'"  The  gray  is  exchanged  for  a  gold  certificate 
whenever  the  young  person  succeeds  in  attaining  this  educa- 
tional requirement. 

WAR-TIME  REDISTRIBUTION  OF   JUVENILE  LABOR 

Nearly  two  hundred  thousand  certificates  were  issued  be- 
tween September  17, 1913,  and  January  1, 1919,  over  half  (57.5 
per  cent)  of  which  were  obtained  by  young  persons  who  were 
changing  their  positions.  Two  striking  developments  which 
have  taken  place  since  the  outbreak  of  the  war  are  shown  in 
this  summary  of  the  records  of  the  certificating  office:  (1) 
The  numbers  of  illiterate  young  persons  have  decreased  rapid- 
ly because  of  the  checking  of  immigration ;  in  1914  twenty-five 
hundred  (2,481)  went  to  work,  while  only  217  received  their 
first  educational  certificates  in  1918.  (2)  The  extensive  re- 
distribution of  labor  made  necessary  by  the  development  of 
war  industries  is  shown  by  the  abnormal  increase  of  the  re- 
issued certificates,  or  those  taken  when  changing  positions; 
in  1914-1915  the  numbers  issued  were  fourteen  and  sixteen 
thousand  (13,918  and  16,462)  respectively,  but  nearly  twenty- 
six  thousand  were  issued  in  1916  and  in  1917,  and  over  twenty- 
eight  thousand  in  1918. 

SAMPLE  GROUP  OF  21- YEAR-OLD  WORKERS  USED  IN  THIS  STUDY 

A  sample  group  of  educational  certificates  was  selected  in 
order  to  obtain  statistical  data  showing  the  relative  import- 
ance of  different  opportunities  for  employment  open  to  juve- 
nile workers.  It  was  decided  in  a  conference  of  officials  of 
the  Federal  Bureau  of  Labor  Statistics,  of  the  Boston  Public 
Schools  and  of  the  Women's  Educational  and  Industrial 
Union,  that  a  group  of  expired  certificates,  which  had  been 
issued  to  young  persons  who  became  twenty-one  years  of  age 
between  July  1, 1915,  and  June  30, 1916,  would  be  suitable  for 
this  purpose.  A  portion  of  the  work  records  of  young  per- 
sons of  this  age  group  would  be  free  from  abnormal,  war-time 
influences,  and  a  study  of  previous  experiences  made  at  the 


'Raised  to  sixth  grade  in  1919.    Amendment  to  R.  L.  44,  Sec.  1,  Gen.  Acts  of 
1919,  Chap.  281. 


STATISTICAL  DATA  OF  CONDITIONS         117 

time  of  entry  upon  adult  life  would  assist  in  an  estimate  of 
the  relative  values  of  the  factors  determining  vocational  selec- 
tion and  development.  It  seemed  desirable,  also,  to  attempt  a 
sort  of  stock  taking  of  the  vocational  attainments  of  young 
persons  who  had  reached  the  age  when  society  considers  them 
capable  of  assuming  the  full  responsibilities  of  maturity. 

CLASSIFICATION    OF    THE    SAMPLE    GROUP    BY    BUSINESSES    OF    THE 

EMPLOYING   FIRM 

The  9,356  certificates  which  had  been  issued  to  6,385  young 
men  and  women  of  the  selected  age  group  supplied  the  names 
and  addresses  of  the  firms  authorized  to  employ  them,  but, 
unlike  the  employment  certificates  issued  to  children  14  to  16 
years  of  age,  no  data  were  given  showing  the  kinds  of  work 
in  which  their  labor  was  to  be  utilized.  A  rough  classification 
of  the  sample  group  was  obtained  by  identifying  the  businesses 
of  the  firms  to  whom  the  last  certificates  of  the  young  persons 
were  issued. 

USES  MADE  OF  TABLE  SHOWING  DISTRIBUTION  OF  SAMPLE  GROUP 

The  large  table  showing  the  general  distribution  of  young 
men  and  women  when  about  twenty-one  years  old,  in  Boston 
establishments  for  which  certification  is  required,  has  been 
used  for  the  following  purposes : 

(1)  The  relative  importance  of  the  different  kinds  of  busi- 
ness requiring  the  services  of  the  young  persons  is  indicated. 

(2)  A  rough  estimate  of  the  location  of  opportunities  for 
employment  in  metropolitan  Boston  is  given. 

(3)  The  sex  distribution  of  workers  at  the  time  of  entry 
upon  adult  life  is  shown. 

EMPLOYMENT  CERTIFICATES  ISSUED  TO  MINORS  14  TO  16  YEARS  OF 

AGE 

All  wage-earning  minors  14  to  16  years  of  age  are  required 
to  obtain  employment  certificates  when  first  going  to  work,  and 
whenever  a  change  is  made  from  one  employer  to  another. 
The  certificate  specifies  not  only  the  names  and  addresses  of 
both  the  employer  and  the  working  child,  but  also  the  par- 


118  TRAINING  FOE  STORE  SERVICE 

ticular  occupation  in  which  the  child  is  to  be  engaged.  Legal 
evidence  of  age  is  required  and  a  medical  officer  is  in  attend- 
ance to  make  physical  examinations  of  new  applicants  for  cer- 
tificates and  to  determine  whether  the  specified  occupations 
are  adapted  to  the  strength  of  the  children.  In  order  to  obtain 
a  certificate  when  first  going  to  work,  or  a  reissued  certificate 
when  shifting  takes  place,  the  child  must  present  a  signed 
statement  from  his  prospective  employer  which  tells  the  na- 
ture of  the  proposed  work  and  pledges  the  employer  to  ob- 
serve the  legal  restrictions  on  the  use  of  the  labor  of  minors  of 
this  age  group. 

The  rapid  enlistment4  and  redistribution  of  juvenile  labor 
during  the  war  period  is  shown  by  the  fluctuations  in  the  is- 
suance of  work  certificates.  The  maximum  demand  for  the 
labor  of  both  the  14  to  16  and  the  16  to  21  year  old  groups  of 
juvenile  workers  came  in  1918  when  the  drafts  had  withdrawn 
older  men,  and  our  own  war  activities  were  greatest.  The  two 
most  striking  trends  of  the  war  period  were,  (1)  the  enormous 
amount  of  shifting  or  changing  of  positions  by  juveniles  of 
both  age  groups,  and  (2)  the  striking  increase  in  the  propor- 
tion of  the  younger  workers  who  were  certificated  for  em- 
ployment in  factories. 

TABLES  SHOWING  OCCUPATIONAL,  DISTRIBUTION  OF  JUVENILE  STOEE 

EMPLOYEES,  AND  THE  AGE  AND  EDUCATIONAL  QUALIFICATIONS 

OF  THOSE  EMPLOYED  IN   DIFFERENT   OCCUPATIONS  AND 

TYPES  OF  STORES 

The  records  of  juvenile  store  employees  who  had  been  placed 
by  the  Vocational  Guidance  Bureau  of  the  Boston  Public 
Schools  were  supplemented  by  information  found  in  store  files 
so  that  descriptive  data  were  obtained  for  one  thousand  juve- 
nile employees  of  Boston  department,  dry-goods  and  clothing 


*The  certification  records  of  the  Boston  office  do  not  reveal  the  extent  to 
which  children  left  school  to  enter  industry,  as  many  of  the  new  workers  found 
employment  outside  of  Boston.  A  study  of  the  enrollment  in  elementary  and 
secondary  schools  and  of  the  number  of  elementary  school  graduates  who  en- 
tered secondary  schools  shows  that  the  increase  in  school  attendance  of  the 
period  before  me  outbreak  of  the  war  was  checked,  and  that  a  loss  in  school  en- 
rollment appears  in  1916  and  reaches  its  greatest  extent  in  1918.  Details  of  the 
changes  in  school  attendance  are  given  in  my  article  on  "War-time  Child  Labor 
in  Boston,"  The  Child  Labor  Bulletin,  November,  1918,  pp.  185-197. 


STATISTICAL  DATA  OF  CONDITIONS 


119 


stores  who  had  held  positions  during  the  decade  1908-1918.5 
Unlike  the  young  persons  who  were  21  years  old,  this  second 
sample  group  used  in  the  investigation  was  composed  of  juve- 
niles representing  all  ages  between  14  and  21.  The  discussions 
of  the  occupational  distribution  of  juvenile  store  workers  and 
of  the  variations  in  sexes,  ages  and  education  between  those 
found  in  different  types  of  stores  engaged  in  the  different 
occupations  have  been  based  on  these  statistical  data. 

Variations  in  plans  of  organization  of  the  stores  in  which 
the  juveniles  were  employed  have  made  a  classification  by  ad- 

TABLE    4.     DISTRIBUTION    BY    OCCUPATIONS    AND    SCHOOLING    OF    1000 

JUVENILES  EMPLOYED  IN  BOSTON  DEPARTMENT,  DRY  GOODS 

AND    CLOTHING   STORES.      1908-1918 

Number  of  Juveniles  Engaged  in  Specified  Occupa- 
tions Who  Left  School  From  Specified  Grades 

Secondary         Secondary 
Total      7th  and  Less          8th        1st  and   2nd     3rd  and  4th 


tog 


OCCUPATIONS 

§g      g 

•S 

3 

I 

£ 

1 

1 

.2 

1 

i 

5     3 

a 

3 

££   £ 

1 

o 

H 

£ 

i 

i 

1 

1  e 

& 

i 

Total,     ] 

LOGO   800 

200 

90 

73 

17 

282 

224 

58 

211 

159 

52  417 

344 

73 

Public  Service,   .  .  . 

637   546 

91 

64 

53 

11 

204 

174 

30 

140 

118 

22   229 

201 

28 

Salespersons  

196   162 

34 

7 

6 

2 

35 

30 

5 

39 

30 

9  115 

97 

18 

Floor,  errand,  cash, 

teller  

113     83 

30 

23 

20 

3 

55 

40 

15 

24 

14 

10     11 

9 

2 

Collectors,     

5      .  . 

6 

2 

2 

3 

3 

Inspectors,      exam- 

iners, checkers,.  . 

109   108 

1 

8 

8 

34 

34 

25 

25 

..      42 

41 

1 

Cashiers  

77     75 

2 

15 

14 

'i 

20 

20 

..      42 

41 

1 

Bundlers,    

119   107 

12 

22 

ii 

'5 

58 

53 

6 

27 

25 

2     12 

12 

Miscellaneous,"    .  .  . 

18      11 

7 

4 

3 

1 

5 

3 

2 

6 

4 

1       4 

1 

3 

Delivery*    

32        2 

30 

11 

1 

10 

13 

1 

12       8 

8 

Care    of    Merchan- 

dise,     

141     93 

48 

19 

13 

6 

39 

29 

10 

34 

18 

16     49 

33 

16 

Stock  workers,    .  .  . 

110     69 

41 

15 

9 

6 

34 

24 

10 

27 

15 

12     34 

21 

13 

Stampers    and 

markers,    

15     13 

2 

t 

2 

2 

3 

2 

1     10 

9 

1 

Receiving   clerks,.  . 

4      .  . 

4 

2 

2       2 

2 

Millinery  makers,.. 

5       5 

1 

1 

1 

"i 

3 

'3 

Alteration    employ- 

ees,     

7       6 

1 

3 

3 

3 

3 

1 

1      .. 

Financial,    

184  158 

26 

7 

7 

I 

26 

20 

'e 

22 

2i 

1  129 

110 

19 

Auditors,    

19     18 

1 

2 

2 

:t 

3 

3 

3 

3 

..      11 

10 

1 

Bookkeepers  

11       7 

4 

1 

1 

,.      10 

6 

4 

Clericals,   

154   133 

21 

5 

5 

23 

17 

6 

18 

17 

1  108 

94 

14 

Miscellaneous,9  .... 

6        1 

5 

- 

2 

2 

2 

1 

1       2 

2 

'Records  were  copied  in  the  order  in  which  they  appeared  in  the  files.  When 
tabulated  we  were  surprised  to  find  that  by  chance  the  sex  distribution  of  the 
1000  cases  was  the  symmetrical  200  males  and  800  females  of  the  tables. 

"Soda  fountain,  restaurant,  personal  service,  information,  locker-room  em- 
ployees. 

'Distributed  as  follows :  packers  and  shippers,  19;  sorters,  1;  bookers,  7;  de- 
livery drivers,  2 ;  auto  helpers  and  truck  boys,  3. 

'Mail  boy,  order  boy,  assistant  electrician,  window  dresser,  machine  exam- 
iner. 


120  TEAINING  FOB  STORE  SERVICE 

ministrative  divisions  of  stores  impracticable.  A  rough  group- 
ing of  occupations  more  directly  concerned  with  the  service 
of  the  public,  of  those  connected  with  the  delivery  of  pur- 
chases and  the  care  of  the  merchandise,  and  of  those  usually 
connected  with  the  financial  or  controlling  office,  was  all  that 
could  be  undertaken  when  there  was  so  complete  an  absence  of 
standardization. 

CARE  OF  HEALTH  OF  EMPLOYEES  IN  RETAIL  STORES* 

Many  Boston  stores  maintain  dispensary  and  hospital  ser- 
vice for  the  benefit  of  employees  and  customers.  The  largest 
of  these  stores,  which  has  3,700  employees,  2,500  of  whom  are 
women,  treated  1,912  cases  during  the  month  of  the  investiga- 
tion. Over  90  per  cent  (93.2)  of  those  cared  for  were  store 
employees.  The  cases  treated  in  one  week  in  the  hospital 
clinics  of  four  stores  show  the  important  services  of  the  store 
nurses  and  doctors.  The  prompt  treatment  of  diseased  condi- 
tions prevents  much  loss  of  time  and  energy.  No  doubt  the 
instruction  of  store  employees  in  personal  hygiene  which  is  a 
by-product  of  such  frequent  consultations,  has  a  value  quite  as 
great  as  the  treatment  of  specific  ailments. 

Maladies  from  which  store  workers  suffer  are  shown  in  the 
reports  of  the  diagnoses  of  the  patients  treated  during  one 
week  in  the  clinics  of  four  stores  (Table  5).  The  most  common 
complaint  was  headache,  which  is,  of  course,  merely  a  sympton 
indicating  varied  disorders  such  as  defective  eyes,  indiges- 
tion, exhaustion,  or  various  forms  of  nervous  strain.  It  is 
difficult  for  store  employees  to  protect  themselves  from  the 
infectious  colds  or  sore  throats,  so  it  is  not  surprising  to  find 
this  group  second  in  importance.  The  continuous  standing  of 
the  women  employees  results  in  much  discomfort  during  their 
menstrual  periods.  Since  both  "headache"  and  "colds  and 
sore  throats"  are  diagnoses  which  may  cover  varied  forms  of 
illness,  this  weakness  of  the  female  employees  is  the  chief 
complaint  treated  in  the  store  clinics. 


The  data  bearing  on  this  topic  were  extracted  from  a  report  of  an  investi- 
gation under  my  direction,  made  by  Miss  A.  W.  Johnson,  a  student  in  the 
Simmons  College  School  for  Social  Workers— Lucile  Eaves. 


STATISTICAL  DATA  OF  CONDITIONS         121 

TABLE    5.     DIAGNOSIS    OP    CASES    TREATED    IN    ONE    WEEK    BY    THE 
MEDICAL,  DEPARTMENTS  OF  FOUR  BOSTON  STORES 


DIAGNOSIS 

Number  of  Patients  Whose  Diagnosis  Was  as  Specified 

Total 

Store  I 

Store  II 

Store  III 

Store  IV 

Total  

1028 

466 

216 

178 

178 

Headache,     

185 

96 

36 

24 

29 

Dyspepsia   I 
Indigestion  f 

107 

61 

18 

4 

24 

Colds  

122 

49 

17 

38 

18 

Sore  Throats,  

35 

19 

3 

6 

7 

Infections  } 
Dressings  j 

91 

26 

15 

43 

7 

Cuts,    

31 

14 

12 

3 

2 

Earache,   

6 

6 

.  . 

Toothache,    

30 

9 

6 

3 

12 

f  Finger 

Sores  J  J°5$     

42 

8 

9 

4 

21 

I  Thumb 

Cramps               I 
Dysmenorrhea  J 

129} 

47 
12 

27 

18 

25 

Faint,    

12 

6 

2 

3 

i 

Sore  Eye  

42 

29 

2 

11 

Burns,   

7 

2 

5 

.  . 

.  . 

Nausea  

11 

8 

3 

Constipation,    

14 

3 

.  . 

6 

5 

Fatigue,    

9 

6 

3 

Miscellaneous,10    

133 

55 

44 

21 

13 

Cards,"   

22 

22 

PLANS  FOB  TEACHING  THE  CARE  OF  STOCK11 

Preliminary  Study  of  Conditions  in  a  Department 

Investigations  by  persons  who  were  not  members  of  the 
departments  in  need  of  reorganization  or  special  educational 
efforts  were  found  unsatisfactory  because  they  irritated  or 
embarrassed  the  employees.  Better  results  were  obtained 
when  a  member  of  the  education  staff  studied  conditions  while 
working  as  a  regular  employee  of  the  department  for  which 
special  instruction  was  being  planned.  Difficulties  to  be  over- 
come in  securing  proper  care  and  an  orderly  appearance  of  the 
stock  were  noted,  and  the  persons  who  were  most  successful 
in  dealing  with  various  parts  of  the  work  were  discovered. 

Organization  for  Care  of  Stock 

When  a  clear  understanding  of  the  conditions  to  be  dealt 
with  had  been  obtained,  a  meeting  of  all  workers  in  the  de- 


"Miscellaneous — scattered  cases  of  Sprains,  Neuritis,  Cuideo,  Glands,  Anae- 
mia, etc. 

"One  store  keeps  its  continued  cases  for  doctor  as  Cards. 

*This  summary  of  a  report  issued  from  the  Education  Department  of  the 
William  Filene's  Sons  Company  store  is  given  for  the  purpose  of  illustrating 
the  results  of  efforts  to  standardize  store  occupations  spoken  of  on  pages  55-59, 
Chapter  IV.  The  report  was  prepared  by  Miss  Helen  Parker  who  worked  un- 
der the  direction  of  Miss  Bernice  M.  Cannon,  the  Educational  Director  of  the 
store. 


122  TRAINING  FOE  STORE  SERVICE 

partment  was  called.  At  this  conference  agreements  were 
reached  about  the  best  methods  of  doing  the  various  tasks 
connected  with  the  proper  care  of  the  stock.  Demonstrations 
by  members  of  the  force  whose  work  had  been  found  excep- 
tionally good  assisted  in  this  standardization  of  the  activities 
of  the  department.  After  the  employees  reached  an  agreement 
about  the  best  ways  of  doing  their  work,  the  next  need  was 
some  means  by  which  each  worker  would  be  held  to  the  estab- 
lished standards.  A  member  of  the  group  was  elected  head 
of  stock  or  captain  of  the  crew,  and  it  was  agreed  that  she 
should  be  responsible  for  assigning  special  tasks  and  enforc- 
ing the  regulations  which  had  been  adopted. 

Care  of  Folded  House-Dresses,  Nurses'  and  Maids'  Uniforms 
The  salespeople  agreed  that  excellent  stock  care  would  re- 
quire the  following  activities  each  morning : 

In  the  Morning 

1.  Be  sure  that  stock  shelves  are  dusted  as  often  as  neces- 
sary. 

2.  Be  sure  that  dresses  are  taken  out  and  folded  often 
enough  so  that  shelves  look  neat  and  orderly. 

To  Fold  Dresses  Properly 
Lay  dress  flat,  face  down,  full  length  on  counter, 
fold  skirt  in  equal  parts  (the  two  sides  over  the 
center  portion),  next  take  sleeves  and,  putting 
cuffs  and  elbows  together,  fold  in  at  the  elbows ; 
tlie  collar  and  belt  must  next  be  folded  in  flat  and 
the  back  of  the  neck  doubled  back  to  the  hem  of 
the  skirt;  fold  a  second  time  and  smooth  out. 

3.  Put  dresses  back  on  shelves  in  pairs,  being  sure  that 
dresses  face  each  other,  hem  to  hem.    Dresses  must  be 
piled  so  that  their  edges  make  a  straight  line  on  all  sides. 

4.  Be  responsible  for  condition  of  shelves  back  of  counters 
assigned,  for  assigned  reserve  stock,  and  assigned  tops 
of  tables. 

5.  Come  in  at  eight  o'clock  for  one  week,  taking  turns  in  the 


STATISTICAL  DATA  OF  CONDITIONS         123 

department,  in  order  to  insure  the  department's  being  in 
good  condition  when  the  store  opens. 

6.  Be  sure  that  credits  and  new  merchandise  are  put  back 
in  their  respective  places  as  quickly  as  possible. 

7.  See  that  slow-selling  merchandise,  if  any,  is  in  its  correct 
place. 

Care  of  Stock  During  the  Day 

Stock  work  during  the  day  was  also  standardized  by  formu- 
lating additional  regulations: 

1.  Be  sure  that  each  salesperson  folds  her  stock  as  she  shows 
it,  whenever  this  is  possible. 

2.  See  that  each  salesperson  goes  back  and  folds  the  stock 
she  has  shown,  if  there  is  time  between  sales. 

3.  Be  sure  that  each  salesperson  puts  her  stock  in  condition, 
if  it  has  been  very  busy  and  there  comes  a  lull  in  the  sell- 
ing in  the  department. 

4.  See  that  model  she  wants  is  not  already  on  the  counter  be- 
fore she  takes  another  from  stock. 

5.  Additional  agreements  on  stock  care 

Three  more  things  remained  to  be  accomplished  before 
the  salespeople  in  the  department  could  take  good  care 
of  stock,  from  its  coming  into  the  department  until  its 
final  sale  to  the  customer. 

a.  Credits  and  new  merchandise  came  out  at  all  hours 
and  complicated  matters. 

The  time  when  credits  or  new  merchandise  shall  be 
brought  out  into  the  department  is  now  regulated  by 
the  head  of  stock.  Therefore,  unless  she  knows  there 
is  an  immediate  need  of  the  merchandise,  it  is  allowed 
to  come  out  only  when  the  department  is  not  busy, 
morning  and  late  afternoon.  Each  girl  then  takes 
her  own  portion  of  the  newly  arrived  dresses  and  in- 
corporates them  into  her  stock  already  on  the  shelves. 

b.  The  appearance  of  the  department  at  eight-thirty, 
when  the  store  opens,  did  not  seem  up  to  standard  to 
many  of  the  salespeople.    Therefore,  it  was  decided 
that  each  girl,  in  turn,  should  come  in  for  a  week  from 
eight  to  five.    This  girl  is  responsible  for  getting  the 


124  TRAINING  FOR  STORE  SERVICE 

department  display  ready,  forms,  tops  of  tables,  etc., 
and  for  starting  her  own  stock  immediately,  so  that  the 
rest  of  the  department  will  get  the  habit  of  beginning 
work  promptly. 

c.  The  tables  in  the  center  of  the  room  were  always  in 
heaps,  no  matter  how  hard  the  girls  worked  on  them. 
So  as  an  experiment,  the  executives  and  salespeople 
agreed  to  try  doing  away  with  piles  of  dresses,  and 
box  model  dresses,  having  about  eight  or  ten  boxes  on 
top  of  each  table. 

At  first  everyone  was  very  doubtful,  but  now,  if 
anyone  suggests  going  back  to  the  old  way  there  is  a 
great  disturbance. 

DUTIES  OF  THE  HEAD  OF  STOCK 

The  duties  and  powers  of  their  executive  officer  or  head  of 
stock  were  defined  as  follows : 

1.  Divide  stock  evenly  among  salespeople.    In  case  of  ab- 
sence see  that  cases  and  chests  of  drawers  are  covered  as 
usual. 

2.  Assign  early  in  the  week  an  8-5  day  to  various  girls,  in 
turn,  to  be  sure  the  department  display  is  in  place  and 
ready  for  the  store  opening.    This  means  forms,  tops  of 
tables,  etc. 

3.  Be  sure  department  reserve  stock  and  Mail  Order  reserve 
stock  is  in  good  condition. 

4.  Supervise  the  appearance  of  the  stock.     Supervise  the 
appearance  of  the  tops  of  the  tables.    Supervise  the  con- 
dition of  the  shelves  behind  the  counters. 

5.  Organize  work  of  stock-correction  and  supervise  the  work 
of  each  salesperson  from  beginning  to  end. 

6.  Be  responsible  for  stock-takings  which  are  less  complete, 
then  for  quarterly. 

7.  Be  sure  that  credits  which  are  brought  out  to  department 
are  put  back  in  stock  by  the  salespeople  who  have  the 
corresponding  stock. 

8.  Be  responsible  for  the  quantity  and  condition  of  new  stock 
sent  from  the  marker,  and  for  the  distribution  among  the 
salespeople. 


STATISTICAL  DATA  OF  CONDITIONS         125 

9.  Select  dresses  for  forms  and  see  that  they  are  dressed 
properly. 

10.  See  that  salespeople  carry  out  their  agreement  of  caring 
for  stock  during  the  day. 

11.  See  that  new  salespeople  are  trained  in  stock  work. 

Care  of  Hanging  Stock,  or  Machine-Made  Dresses  of  Silks, 

Serges  or  Cottons 

The  more  expensive  machine-made  dresses  are  known  as 
"hanging  stock "  because  they  usually  hang  in  cases;  they  are 
grouped  by  sizes,  prices  and  materials.  After  being  tried  on 
by  customers,  they  are  thrown  frequently  in  heaps  on  chairs, 
which  results  in  a  disorderly  appearance  in  the  department 
and  a  rapid  deterioration  of  the  stock.  Dresses  hung  in  the 
cases  may  need  pressing  or  the  sewing  on  of  missing  hooks  and 
eyes  or  buttons.  After  several  conferences  the  saleswomen 
came  to  the  following  agreements  about  the  care  of  their 
stock : 

Morning  Care  of  Hanging  Stock 

1.  Arrangement.    Arranged  by  materials,  sizes,  colors  and 
styles. 

2.  Care. 

a.  Separate  all  dresses  which  need  extra  care. 

(a)  Sew  on  all  missing  buttons.    Sew  on  all  missing 
hooks  and  eyes.    Sew  on  all  labels. 

(b)  Take  to  presser  all  dresses  needing  pressing. 

(c)  Take    out    carefully    all   manufacturer's    labels, 
which  may  have  been  left  in  by  mistake. 

(d)  Take   to   marker   all   dresses   which   need   new 
tickets,  either  because  ticket  is  soiled  or  broken 
or  has  dropped  off. 

(e)  Take  bastings  out  of  plaits  carefully. 

(f )  If  hem  is  taken  out,  send  to  sewing  women. 

(g)  Take  to  sewing  women  all  dresses  that  need  spots 
or  soil  removed. 

b.  One  morning  a  week  take  out  all  merchandise  that  is 
one  month  old  for  examination  by  the  buyers;  two 
months  old,  for  mark-down  or  exemption  by  buyers. 


126  TRAINING  FOE  STORE  SERVICE 

Care  of  Hanging  Stock  During  the  Day 

1.  Always 

a.  Hang  dresses  on  hangers  with  hooks  facing  the  sleeves. 

b.  Hook  dresses  in  two  places  to  keep  dresses  on  hangers. 

c.  Place  dresses  on  eostumer  in  right  case,  or  on  rail  in 
front  of  right  case. 

d.  Never  leave  dress-form  bare  in  the  department. 

2.  In  non-busy  seasons  salespeople  hang  away  stock  from 
rods  in  front  of  own  cases,  (11-4.30  salespeople  to  be 
given  a  share  of  this  work).    Ten  to  twelve  dresses  in 
front  of  each  case  make  a  good  display. 

SUPERVISION  OF  CARE  OF  HANGING  STOCK 

The  title  of  "head  of  stock "  had  been  held  by  two  sales- 
women in  the  department,  but  they  had  failed  to  realize  that 
there  was  a  real,  executive,  stock  job  for  them.  After  agree- 
ments about  the  care  of  stock  had  been  reached,  typewritten 
reports  were  submitted  to  the  executives  and  members  of  the 
working  force  of  the  department.  Friction  is  avoided  by  giv- 
ing this  opportunity  to  approve  or  amend  the  details  of  the 
new  regulations.  When  fully  accepted,  the  heads  of  stock 
became  responsible  for  enforcing  these  regulations.  Their 
duties  were  outlined  as  follows : 

1.  Divide  stock  evenly  among  salespeople.    In  cases  of  ab- 
sence see  that  all  cases  are  covered  as  usual. 

2.  See  that  sewing  is  all  taken  out  and  that  one  or  two  sales- 
people are  detailed  each  morning  to  finish  it,  if  possible. 

3.  Once  a  week,  at  least,  look  over  all  stock  in  the  depart- 
ment to  see  that : 

a.  Sewing  is  done,  buttons,  hooks  and  eyes,  labels,  etc. 

b.  Dresses  are  arranged  as  to  materials,  sizes,  colors,  etc., 
same  in  each  case. 

c.  Dresses  are  hooked  and  buttoned  up. 

d.  Dresses  are  not  in  cases,  if  they  need  to  be  pressed  or 
to  have  spots  removed. 

e.  Dresses  which  should  be  taken  out  for  stock  correction 
are  not  in  cases. 

f.  Dresses  have  fresh  appearing  tickets. 


STATISTICAL  DATA  OF  CONDITIONS         127 

4.  Stock  correction.     Organize  work  for  each  salesperson 
and  supervise  from  beginning  to  end. 

5.  See  that  through  the  day  salespeople  hang  dresses  on 
costumers,  and  hook  them  up  enough  to  keep  on  hangers. 

6.  See  that  salespeople,  as  time  allows,  hang  away  dresses 
so  that  only  ten  or  twelve  are  in  front  of  each  case. 

7.  See  that  11.-4 :30  salespeople  have  share  of  stock  to  hang 
away  during  the  day. 

8.  Wednesday    afternoon    select   dresses   for   forms,   and 
Thursday  morning  see  that  stock  girl  has  dressed  them 
properly. 

9.  Be  sure  that  salespeople  see  new  models  tried  on. 

10.  See  that  the  stock  girl  takes  out  for  the  salespeople  to 
see,  first,  with  the  day's  advertisement,  one  dress  of  every 
model  which  is  in  the  newspaper;  second,  with  the  win- 
dow-list, one  dress  of  every  model  which  is  being  shown  in 
the  window. 

11.  See  that  assistant  head  of  stock  is  trained  to  assume  these 
duties  and  take  turns  with  the  head  of  stock  coming  in 
on  an  8-5  schedule,  to  be  sure,  first,  that  the  department 
display  forms,  etc.,  are  in  condition  for  opening  of  store, 
and  second,  that  stock  work  is  begun  promptly  by  sales- 
people when  they  come  in. 

12.  See  that  merchandise  which  has  been  sent  over  from  the 
Marking  Room  is  in  good  condition  and  agrees  in  quantity 
with  the  list  which  accompanies  it. 

COMPLETE  LIST  OF  STATISTICAL  TABLES  USED  IN  THIS  REPORT 

The  high  cost  of  composition  has  prevented  the  publication 
of  a  large  mass  of  statistical  material  tabulated  in  the  He- 
search  Department  of  the  Union  while  making  this  study  of  the 
experiences  of  juvenile  employees  of  Boston  retail  stores. 
The  general  reader  will  not  be  interested  in  such  tables.  In- 
vestigators who  wish  to  compare  our  data  with  that  which 
they  are  collecting  for  studies  in  other  cities  may  obtain  any 
of  the  statistical  tables  in  the  following  list  by  paying  the  cost 
of  copying  and  mailing.  Inquiries  should  be  addressed  to  the 


128  TRAINING  FOR  STORE  SERVICE 

Research  Department,  Women's  Educational  and  Industrial 
Union,  Boston,  Mass. 

1.  Distribution  of  a  Sample  Group  of  Young  Persons  Em- 
ployed by  Boston  Selling  Firms. 

(Table  1  of  this  report). 

2.  Distribution  of  a  Sample  Group  of  Boston  Young  Per- 
sons 21  Years  of  Age  in  Retail  and  Wholesale  Depart- 
ment, Dry  Goods  and  Clothing  Stores. 

3-a.  Number  of  Positions  Held  by  168  Boys  Previous  to  En- 
tering the  Last  Known  Place  of  Employment,  Distribut- 
ed by  Age  on  Entering  the  Firm,  Based  on  Verified 
Application  Schedules.  (Table  2-a  of  this  report). 

3-b.  Number  of  Positions  Held  by  252  Girls  Previous  to  En- 
tering the  Last  Known  Place  of  Employment,  Distribut- 
ed by  Age  on  Entering  the  Firm.  Based  on  Verified 
Application  Schedules.  (Table  2-b  of  this  report). 

4.  Stability  of  Employment,  Young  Persons  Last  Cer- 
tificated to  Stores,  Classified  According  to  Number  of 
Certificates  Issued  for  Each  Person  in  the  Period  Sep- 
tember, 1913,  to  June,  1916. 

5.  Boys  and  Girls  Certified  Last  to  Stores  of  Specified 
Types  Found  October  1,  1916,  to  be  Present,  Gone  or 
Unknown  at  Store  to  Which  Last  Certified. 

6.  Boys  and  Girls   Certified  Last  to   Specified   Stores, 
Found  October  1,  1916,  to  be  Present,  Gone  or  Un- 
known at  Stores  to  Which  Last  Certified. 

7.  Previous  Employment  of  Store  Workers.     Classifica- 
tion of  689  Previous  Certificates  Issued  to  1,476  Young 
Persons  Last  Certified  to  Stores,  According  to  Business 
of  Previous  Certificate. 

8.  Previous  Employment  of  Boys  and  Girls  Working  in 
Stores  and  in  Non-Selling  Employments.     Previous 
Certificates  and  Application  Blanks  Classified  Accord- 
ing to  Business  of  Previous  Employment.     (Shown  by 
previous  certificates  of  1,530  21-year-old  young  persons 
and  the  application  blanks  of  420  young  persons  who 
sought  store  positions  when  two  or  three  years  young- 
er). 


STATISTICAL  DATA  OF  CONDITIONS         129 

9.  Previous  Certificates — Total  and  for  Store  Positions — 
Classified  by  Business  of  Last  Certification,  for  6,385 
Young  Persons. 

10-a.  Positions  Held  Previous  to  Entering  the  Stores  in 
Which  252  Girls  Were  Last  Known  to  be  Employed, 
Distributed  by  the  Business  of  the  Previously  Employ- 
ing Firms.  (Based  on  Verified  Application  Schedules). 

10-b.  Positions  Held  Previous  to  Entering  the  Stores  in 
Which  168  Boys  Were  Last  Known  to  be  Employed, 
Distributed  by  the  Business  of  the  Previously  Employ- 
ing Firms.  (Based  on  Verified  Application  Schedules). 

11.  Eeasons  for  Leaving  Store  and  Selling  Positions  as 
Shown  by  222  Application  Forms,  28  Personal  Inter- 
views and  329  Employers'  Records. 

(Table  3  of  this  report). 

12.  Wage  Eates  of  Young  Persons  Employed  in  Boston 
Department,  Dry  Goods  and  Clothing  Stores,  1908-1915. 
(Sample  group  14  to  21  years  old).    (Data  from  Voca- 
tional Guidance  Department  of  Boston  School  Commit- 
tee and  from  Verified  Application  Blanks  filed  at  their 
places  of  employment). 

13.  Earnings  of  Young  Persons  Employed  in  Boston  De- 
partment, Dry  Goods  and  Clothing  Stores,  Prior  to 
1916.    (Sample  group  19  to  21  years  old).    (Data  from 
Pay  rolls). 

14.  Median  Wages  of  Young  Persons  Employed  in  Boston 
Department,  Dry  Goods  and  Clothing  Stores,  by  Oc- 
cupation and  Sex.    (Data  from  Pay  rolls). 

15.  Educational  Certificates  Issued  at  the  Boston  Office  to 
Young  Persons  16  to  21  Years  of  Age.    1913-1918. 

16.  Young  Persons  21  Years  of  Age  Classified  by  Sex,  and 
by  Class  of  Firm  to  Which  Last  Certificated,  in  Boston 
and  Suburbs,  1915-1916.    (This  table  covers  6  pp.). 

17.  Variations  at  the  Boston  Office  in  the  Issuance  of  Certifi- 

cates Eequired  of  Working  Minors.    1913-1918. 

18.  Distribution  by  Places  of  Employment  of  Boston  Chil- 
dren Fourteen  to  Sixteen  Years  of  Age  Who  Were  Cer- 
tificated in  Specified  Years. 


130  TRAINING  FOR  STORE  SERVICE 

19.  Distribution  by  Places  of  Employment  of  Boston  Chil- 
dren Fourteen  to  Sixteen  Years  of  Age  Who  Obtained 
First  and  Reissued  Certificates  in  1916-1918. 

20.  Distribution  by  Sexes  of  Juveniles  Employed  in  the 
Specified    Occupations    in    Boston    Department,    Dry 
Goods  and  Clothing  Stores,  1908-1918. 

21-a.  Occupational  Distribution  of  Juveniles  Employed  in 
Boston  Department,  Dry  Goods  and  Clothing  Stores, 
1908-1918. 

A— The  Entire  Group. 

21-b.  B— The  Department  Stores. 

21-c.  C— The  Dry  Goods  Stores. 

21-d.  D— The  Clothing  Stores. 

22.  Percentage  Distribution  by  Ages  and  Sex  of  Juveniles 
Employed  in  Specified  Occupations  in  Boston  Depart- 
ment, Dry  Goods  and  Clothing  Stores,  1908-1918. 

23.  Schooling  of  Juveniles  Employed  in  Boston  Depart- 
ment, Dry  Goods  and  Clothing  Stores,  1908-1918. 

A — Number. 
B — Percentage. 

24-a.  Distribution  by  Occupations  and  Schooling  of  Juveniles 
Employed   in   Boston   Department,    Dry    Goods    and 
Clothing  Stores,  1908-1918. 
A — Number. 

(Table  4  of  this  report). 

24-b.  Percentage  Distribution  by  Occupations  and  Schooling 
of  Juveniles  Employed  in  Boston  Department,  Dry 
Goods  and  Clothing  Stores,  1908-1918. 
B — Percentage. 

25.  Number  and  Percentage  of  Juveniles  Having  Specified 
Schooling  Employed  in  Certain  Stores.    (A)  1  Depart- 
ment store  handling  high  class  goods;  (B)  2  Depart- 
ment stores  dealing  in  cheaper  goods;  (C)  3  Dry  goods 
stores  each  employing  over  800;  (D)  Small  dry  goods 
stores;   (E)   1  Clothing  store  employing  over  2,500; 
(F)  All  other  clothing  stores. 

26.  Busy  and  Dull  Seasons  and  the  Largest  and  Smallest 
Numbers  Employed  in  Boston  Retail  Department,  Dry 


STATISTICAL  DATA  OF  CONDITIONS         131 

Goods  and  Clothing  Stores.     (Data  obtained  by  per- 
sonal interviews  with  store  officials). 

27.  Occupational  Distribution  of  Positions  Held  when  21 
Years  Old,  by  116  Male  and  319  Female  Employees  of 
Department,  Dry  Goods  and  Clothing  Stores. 

28.  Distribution  of  Stock  and  Sales  Positions  Held  by  38 
Males  and  142  Females  when  21  Years  of  Age. 

29.  Wage  Bates  for  Girls  and  Boys  14  to  21  Years  of  Age 
Employed   in    Boston    Department,    Dry   Goods    and 
Clothing  Stores  from  1908-1918.     (Data  from  Records 
of  Vocational  Guidance  Department  of  Boston  School 
Committee  and  from  Verified  Application  Blanks  on  file 
at  the  places  of  employment). 

30.  Wage  Rates  for  Girls  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores 
in  1914-1915  and  1916-1917,  by  Occupations.     (Data 
from  Records  of  Vocational  Guidance  Department  of 
Boston  School  Committee  and  from  Records  on  File  at 
Places  of  Employment). 

31-a.  Distribution  of  Girls  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Occupations  and  Wage  Rates.  (Data  from  Pay 
rolls). 

31-b.  Distribution  of  Boys  14  to  21  Years  of  Age  Employed  in 
Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Occupations  and  Wage  Rates.  (Data  from  Pay 
rolls). 

32-a.  Distribution  of  Girls  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Wage  Rates  and  Schooling.  (Data  from  Vocational 
Guidance  Department  of  Boston  School  Committee  and 
from  Verified  Application  Blanks  or  other  Records  on 
File  at  the  Places  of  Employment). 

32-b.  Distribution  of  Boys  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Wage  Rates  and  Schooling.  (Data  from  Voca- 
tional Guidance  Department  of  Boston  School  Commit- 
tee and  from  Verified  Application  Blanks  or  other 
Records  on  File  at  the  Places  of  Employment). 


132  TEAINING  FOE  STORE  SERVICE 

33-a.  Distribution  of  Girls  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Wage  Rates  and  Ages.  (Data  from  Pay  rolls). 

33-b.  Distribution  of  Boys  14  to  21  Years  of  Age  Employed 
in  Boston  Department,  Dry  Goods  and  Clothing  Stores, 
by  Wage  Rates  and  Ages.  (Data  from  Pay  rolls). 

34.  Per  Cent  of  Girls  14  to  21  Years  of  Age  Employed  in 
Boston  Department,  Dry  Goods  and  Clothing  Stores  in 
1914-1915   and  1916-1917,   Receiving   Specified  Wage 
Rates,  by  Occupations.     (Data  from  Records  of  Voca- 
tional Guidance  Department  of  Boston  School  Com- 
mittee and  from  Records  on  File  at  Places  of  Employ- 
ment). 

35.  Occupations  of  Graduates  of  Secondary  Schools  (Girls) 
who  had  Taken  the  Course  in  Salesmanship. 

36.  Cases  Treated  in  Hospital  Clinics  During  One  Week  in 
Four  Boston  Department  Stores. 

37.  Diagnoses  of  Cases  Treated  in  One  Week  by  the  Medical 

Departments  of  Four  Boston  Stores. 

(Table  5  of  this  report). 


APPENDIX   H 

THE  STORE  LIBRARY 

Studious  habits  are  not  characteristics  of  the  rank  and  file 
of  store  workers.  Ability  and  willingness  to  profit  by  the  rap- 
idly accumulating  publications  dealing  with  retail  selling  must 
be  developed  systematically  by  librarians,  educational  direc- 
tors or  executives.  Stores  having  librarians  may  use  the  sys- 
tematic plans  for  circulating  instructive  printed  matter  which 
have  been  developed  in  progressive  industrial  establishments. 
Periodical  literature  should  be  reviewed  carefully  and  all 
articles  of  value  to  store  officials  clipped  or  marked.  In  some 
cases  material  may  be  sent  directly  to  those  for  whom  it  has 
special  value,  and  in  others  notices  of  new  books  or  periodicals 
may  be  given  by  means  of  bulletins  telling  of  their  contents. 
Various  devices  like  travelling  bookshelves,  posters,  and  the 
printing  of  significant  extracts  in  store  newspapers,  may  be 
used  to  encourage  employees  to  develop  reading  habits. 

The  Educational  Director  of  one  of  the  Boston  stores 
pointed  out  the  stimulation  to  the  use  of  vocational  literature 
which  results  from  the  adoption  of  a  plan  by  which  employees 
are  organized  in  occupational  groups  under  the  educational 
leadership  of  fellow  workers  who  have  shown  special  ability 
for  the  different  store  tasks.  Working  assistants  on  the  staff 
of  the  educational  director  who  are  responsible  for  maintain- 
ing the  efficiency  of  the  groups  of  workers  in  their  charge  are 
eager  for  suggestions  and  often  have  happy  facilities  for 
translating  bookish  language  into  store  vernaculars,  for  mak- 
ing practical  applications  of  general  suggestions  or  for  point- 
ing out  principles  involved  in  the  interpretation  of  concrete 
store  experiences.  Their  quotations  from  the  literature  of  re- 
tail selling,  or  demands  that  members  of  the  groups  be  pre- 
pared to  present  information  about  certain  definite  questions, 
may  stimulate  less  alert  associates  to  a  greater  use  of  availa- 
ble publications. 

Six  classes  of  books  suitable  for  a  store  vocational  educa- 

133 


134  TRAINING  FOE  STORE  SERVICE 

tion  library  are  suggested  by  our  analysis  of  the  qualifica- 
tions desired  in  store  employees  i1 

1.  Books  dealing  with  personal  hygiene  and  physical  cul- 
ture. 

2.  Discussions  which  will  promote  a  thorough  knowledge  of 
the  stock  handled. 

3.  Studies  dealing  with  the  principles  and  arts  of  salesman- 
ship. 

4.  Presentation  of  efficient  methods  of  doing  office  or  cler- 
ical work. 

5.  Discussions  of  store  organization  and  of  the  significance 
in  community  life  of  retail  mercantile  establishments. 

6.  The  general  economic  background  which  influences  re- 
tail selling. 

The  excellent  publications  which  might  be  cited  under  these 
various  headings  would  fill  the  shelves  of  a  large  library.  Our 
space  will  permit  merely  a  few  references  to  books  and  period- 
cals,  most  of  which  are  given  because  they  have  been  found 
helpful  in  the  Boston  classes  organized  for  the  vocational 
training  of  store  employees. 

1.  Hygiene  and  Physical  Culture 

Fisher,  Irving,  and  Fisk,  Eugene  L.    How  to  live.    Funk  & 

Wagnalls  co.,  New  York,  1919. 
Gulick,  Luther  H.    The  efficient  life.    Doubleday,  Page  &  co. 

New  York,  1907. 
Hough,  Theodore,  and  Sidgwick,  William  T.     The  human 

mechanism.    Ginn  &  co.,  Boston,  1918. 
Pyle,  Walter  L.  (Ed.).    A  manual  of  personal  hygiene.    W. 

B.  Saunders,  Philadelphia,  1917. 
Physical  Culture  Magazine.    Physical  Culture  pub.  co.,  New 

York. 
Good  Health.     Battle  Creek  Publishing  co.,  Battle  Creek, 

Michigan. 

2.  Knowledge  of  the  Stock 

Manufacturers  are  developing  much  interest  in  efforts  to 
spread  a  knowledge  of  the  methods  by  which  their  wares  are 


'See  previous  Chapters  III  and  IV. 


SELECT  BIBLIOGRAPHY  135 

produced.  Frequently  they  issue  attractive  illustrated  book- 
lets and  prepare  samples  showing  stages  in  the  development 
of  their  products.  Such  educational  materials  often  may  be 
obtained  without  charge.  Trade  journals  also  are  valuable 
sources  of  information  because  they  discuss  new  goods  and 
present  their  peculiar  merits  or  selling  points.  The  mer- 
chandise manuals  prepared  for  the  New  York  University 
classes  and  for  the  Economist  Training  School  are  well- 
adapted  to  the  needs  of  department  store  employees.  Studies 
of  textiles  prepared  for  use  by  classes  in  home  economics  are 
equally  valuable  for  enlightening  the  salespeople  who  supply 
the  needs  of  housewives. 

Department  Store  Merchandise  Manuals,  edited  by  Beulah  E. 
Kennard,  published  by  the  Eonald  Press  company,  New 
York,  1917-1919: 

Aiken,  Charlotte  Eankin.    The  millinery  department. 

Hutchinson,  E.  Lillian.  The  house-furnishings  department, 
kitchenware  and  laundry  equipment. 

Kennard,  Beulah  E.    The  jewelry  department. 

Lehmann,  Mary  A.    The  leather  goods  department. 

Lehmann,  Mary  A.     The  stationery  department. 

Souder,  M.  Attie.     The  notion  department. 

Thompson,  Eliza  B.     The  silk  department. 

Graphic  Instructor  Selling  Helps  (series  of  primers  fully  il- 
lustrated describing  commodities  commonly  sold  in  dry 
goods  and  department  stores).  Economist  Training 
School,  New  York. 

Baldt,  Laura  I.  Clothing  for  women;  selection,  design,  con- 
struction. J.  B.  Lippincott  &  co.,  1916. 

Chittick,  James.  Silk  manufacturing  and  its  problems.  Pub- 
lished by  the  author,  New  York,  1913. 

Dooley,  William  H.  Textiles  for  commercial,  industrial,  even- 
ing and  domestic  arts  schools.  D.  C.  Heath  &  co.,  New 
York,  1910. 

Duran,  Leo.  Raw  silk,  a  practical  handbook  for  the  buyer. 
Silk  Publishing  Company,  New  York,  1913. 

Gibbs,  Charlotte  M.  Household  textiles.  Whitcomb  and  Bar- 
rows, Boston,  1916. 


136  TRAINING  FOR  STORE  SERVICE 

Kinne,  Helen,  and  Cooley,  Anna  M.  Shelter  and  Clothing. 
Macmillan  company,  New  York,  1917. 

McGowan,  Ellen  Beers,  and  Waite,  Charlotte  A.  Textiles  and 
clothing.  Macmillan  company,  New  York,  1919. 

Nystrom,  Paul  H.  Textiles.  University  of  Wisconsin,  Madi- 
son, Wis.,  1916. 

Smith,  Willard  M.  Gloves  past  and  present.  Imperial  En- 
graving and  Printing  company,  New  York,  1918. 

Watt,  Sir  George.  Wild  and  cultivated  cotton  plants  of  the 
world.  Longmans,  Green  &  company,  New  York,  1907. 

Wilkinson,  Frederick.  The  story  of  the  cotton  plant.  D.  Ap- 
pleton  &  company,  New  York,  1917. 

Woolman,  Mary  S.,  and  McGowan,  Ellen  B.  Textiles,  a  hand- 
book for  the  student  and  the  consumer.  Macmillan  com- 
pany, New  York,  1918. 

Trade  Journals:  A  complete  list  of  trade  journals  may  be 
obtained  from  A  Guide  to  Periodicals,  published  by  Geo. 
Wahr,  Ann  Arbor,  Michigan.  We  have  selected  a  few 
which  will  be  of  general  value: 

American  Silk  Journal,  373  4th  Avenue,  New  York. 

American  Wool  and  Cotton  Reporter,  530  Atlantic  Avenue, 
Boston. 

Dry  Goods  Economist,  239  West  39th  Street,  New  York. 

Men's  Wear,  12th  Street  and  Broadway,  New  York,  N.  Y. 

Millinery  Trade  Review,  1182  Broadway,  New  York. 

Textile  World  Journal,  144  Congress  Street,  Boston. 

Women's  and  Infants'  Furnisher.  373  Fourth  Avenue,  New 
York,  N.  Y. 

Women's  Wear.    8  E.  13th  Street,  New  York,  N.  Y. 

3.  Salesmanship 

Barrett,  H.  J.  How  to  sell  more  goods,  secrets  of  successful 
salesmanship.  Harper  and  Brothers.  New  York,  1918. 

Fisk,  J.  W.  Salesmanship.  A  text  book  on  retail  selling.  Mer- 
chants Publicity  company,  239  West  39th  Street,  New 
York,  1914. 

Hoover,  Simon  Robert.  The  science  and  art  of  salesmanship. 
Macmillan  company,  N.  Y.,  1918. 

Hoyt,  Charles  Wilson.    Scientific  sales  management.    A  prao- 


SELECT  BIBLIOGRAPHY  137 

tical  application  of  the  principles  of  scientific  manage- 
ment to  selling.  George  B.  Woolson  &  company,  New 
York,  1918. 

Ivey,  Paul  Wesley.  Elements  of  retail  salesmanship.  Mac- 
milan  company,  New  York,  1920. 

Kennard,  Beulah  Elfreth.  The  educational  director.  The 
Eonald  Press  co.,  New  York,  1918. 

Maxwell,  William.  The  training  of  a  saleswoman.  J.  B.  Lip- 
pincott  &  co.,  Philadelphia  and  London,  1919. 

Norton,  Helen  Eich.  A  text-book  on  retail  selling.  Ginn  & 
company,  Boston,  1919.  Bibliography,  pp.  267-271. 

Norton,  Helen  Eich.  Department  store  education.  No.  9,  Bu- 
reau of  Education,  Washington,  D.  C.,  1917. 

Prince,  L.  W.  Eetail  selling.  Bulletin  No.  22,  Federal  Board 
for  Vocational  Education,  Washington,  D.  C.,  1919. 

Whitehead,  Harold.  Principles  of  salesmanship.  The  Eonald 
Press  co.,  New  York,  1918. 

4.  Office  or  Clerical  Work 

Kilduff,  E.  J.    The  private  secretary,  his  duties  and  opportu- 
nities.   The  Century  company,  1916. 
Eeynolds,  W.  B.,  and  Thornton,  F.  W.    Duties  of  the  junior 

accountant.    American  Institute  of  Accounts,  New  York, 

1919. 
Schreffler,  Eobert  B.    Department  store  statistics  with  the  aid 

of  the  slide  rule.    Published  by  the  author.    215  S.  Market 

Street,  Chicago,  1914. 
Schulze,   J.   William.     Office   administration.     McGraw-Hill 

Book  company,  New  York.    London:    Hill  Publishing 

company,  1919. 
Spencer,  Ellen  Lane.    The  efficient  secretary.    Frederick  A. 

Stokes  company,  1916. 

5.  Retail  Mercantile  Establishments,  Organization  and  Gen- 

eral  Condition 

The  vocational  education  surveys  of  various  cities  supply 
data  showing  the  opportunities  for  employment  and  plans  for 
training  the  young  people  who  enter  mercantile  establish- 
ments. Business  magazines  like  System  and  Industrial  Man- 


138  TRAINING  FOE  STORE  SERVICE 

agement  publish  some  special  articles  dealing  with  retail  sell- 
ing and  many  more  general  discussions  which  are  applicable 
to  store  office  work  or  organization.    Women's  Wear  contains 
daily  reports  showing  plans  of  store  organization  and  welfare 
or  educational  activities  found  in  the  more  progressive  stores. 
Butler,  Elizabeth  B.    Saleswomen  in  mercantile  stores,  Balti- 
more, 1909.    Russell  Sage  Foundation,  New  York,  1912. 
Leonard,  Robert  J.    Director.    Report  of  the  Richmond,  In- 
diana, Survey  for  Vocational  Education.     Indianapolis, 
1916.    Pages  307-368. 

Massachusetts  Minimum  Wage  Commission.    Wages  of  wo- 
men in  retail  stores,  Bulletin  No.  6,  1915. 
Preliminary  report  on  the  effect  of  the  minimum  wage  in 

Massachusetts  retail  stores,  Bulletin  No.  12,  1916. 
Minneapolis,  Minnesota.    Vocational  education  survey,  Bul- 
letin No.  199,  U.  S.  Bureau  of  Labor  Statistics.    Washing- 
ton, 1917.    Pages  391-429. 

0  'Leary,  Iris  Prouty.  Department  store  occupations.  Cleve- 
land Foundation  Educational  Survey.  Published  by  Rus- 
sell Sage  Foundation,  New  York,  1916. 

Richmond,  Virginia.  Vocational  education  survey.  Bulletin 
No.  162,  U.  S.  Bureau  of  Labor  Statistics,  1916.  Pages 
227-254. 

United  States  Bureau  of  Labor  Statistics.  Unemployment 
among  women  in  department  and  other  retail  stores  of 
Boston.  Bulletin  No.  182.  Washington,  1916. 
Winslow,  Charles  H.,  Director.  Report  of  Evansville,  Indi- 
ana, survey  for  vocational  education,  Indianapolis,  1917. 
Pages  375-390. 

Report  of  the  Indianapolis,  Indiana,  survey  for  voca- 
tional education,  Indianapolis,  1917.    Pages  157-185. 

6.  Economic  Background 

Store  libraries  should  contain  a  few  of  the  standard  text- 
books in  elementary  economics.  The  numerous  recent  publi- 
cations discussing  plans  for  profit  sharing  and  for  self-gov- 
ernment or  participation  in  the  control  of  industries  contain 
much  which  is  applicable  to  store  conditions.  It  is  difficult  to 
choose  from  the  extensive  list  of  books  which  might  be  of  value 


SELECT  BIBLIOGRAPHY  139 

in  broadening  the  outlook  of  persons  engaged  in  retail  selling. 

We  give  only  a  few  recent  publications : 

Briscoe,  Norris  A.  Economics  of  efficiency.  Macmillan  com- 
pany, New  York,  1917. 

Cadbury,  Edward.  Experiments  in  industrial  organization. 
Longmans,  Green  &  company,  39  Paternoster  Eow,  Lon- 
don, 1912. 

Commons,  John  E.  Industrial  goodwill.  McGraw-Hill  Book 
company,  239  W.  39th  St.,  New  York,  1919. 

Nystrom,  Paul  H.  The  economics  of  retailing.  The  Konald 
Press  company,  New  York,  1919. 

Page,  Edward  D.  Trade  morals,  their  origin,  growth  and 
province.  Yale  University,  New  Haven,  Conn.,  1914. 

Personnel  and  Employment  Problems.  (A  series  of  articles). 
An  Am.  Acad.,  May,  1916. 

Webb,  Sidney.  The  works  manager  to-day.  Longmans, 
Green  &  co.,  London,  1918. 


INDEX 


Advertising  Department,  24-25.  Sec 
Publicity. 

Advisory  Board,  its  composition  and 
duties,  in. 

Arithmetic,  knowledge  of  needed  by 
store  workers,  86. 

Ayars,  Miss  Christine  M.,  2. 

Bibliography,  hygiene  and  physical  cul- 
ture, 134;  knowledge  of  stock,  134- 
136;  salesmanship,  136-137;  office  or 
clerical  work,  137;  organization  of 
retail  establishments,  137-138;  eco- 
nomic background  of  retail  selling, 

138-139- 

Book  and  Stationery  stores,  young  per- 
sons employed  in,  15. 

British,  Juvenile  Labor  Exchanges,  their 
policies,  93. 

Bundlers,  age  and  education  of,  58;  per 
cent,  employed  as,  58. 

Busy  Season,  see   Seasonal  Variations. 

Buyers,  the  duties  of,  23,  24,  29-30; 
training  of,  106-110,  characteristics  of, 
107-110. 

Cannon,  Miss  Bernice  M.,  I,  99,  121. 

Cashiers,  duties  of,  59-60;  age  and  edu- 
cation of,  60-61 ;  qualifications  desir- 
ed for,  61-62.  See  also  Inspectors, 
Examiners,  Checkers. 

Cash  System,  decentralized,  58,  60. 

Cash  Registers,  use  of  30,  58,  59-60. 

Certificates,  required  of  minors,  115-117. 

Checkers,  see  Cashiers. 

Clericals,  reasons  for  large  numbers, 
49-50;  sexes,  ages  and  education  of, 
50 ;  successful,  50-51 ;  qualifications 
desired  for,  51-53. 

Clothing,  ready  made,  increased  sale  of, 
13-15.  See  Dresses;  also  Stores, 
Clothing. 

Clubs,  Service,  111-112. 

Continuation  School,  courses  suitable 
for,  88-89. 

Co-operation,  between  schools  and 
stores,  18;  in  development  of  educa- 
tion for  store  service,  94^96;  between 
store  education  and  employment  de- 
partments, 112-113. 

Customers,  disagreements  with,  40;  per- 
sonal services  rendered  to  25-26; 
training  in  service  to  105-106. 

Delivery  Department,  duties  of  em- 
ployees in  62-63;  chances  for  promo- 
tion, 63. 

Demonstration  sales,  98. 

Department  Stores,  see  Stores,  Depart- 
ment 


Departments,  found  in  stores,  21. 

Director,  Educational,  i;  duties  of, 
99-107,  110-113. 

Discourtesy  of  officials  a  source  of 
prejudice  against  store  work,  34-35, 

Dress,  of  store  workers,  40-41. 

Dresses,  machine  made,  methods  of  car- 
ing for,  121-127. 

Dry  Goods,  see  Stores,  Dry  Goods. 

Dull  Season,  17.  See  Seasonal  Varia- 
tions. 

Economics,  elementary,  103,  138-139. 

Education  for  store  service,  reasons  for 
17-18 ;  instruction  suitable  for  elemen- 
tary schools,  82-86;  for  continuation 
schools,  87-89;  for  secondary  schools, 
90-99;  for  persons  already  employed, 
99-106 ;  an  aid  to  promotion,  30-31 ; 
needed  by  executives,  113.  See  also 
Director,  Salesmanship,  Clericals,  Co- 
operation. 

Educational  qualifications  of  juvenile 
store  employees,  36-39;  superior 
standards  of  clothing  stores,  37-38; 
certificates  required  for  young  per- 
sons, 115. 

Elevator  operator,  qualifications  desired 
for,  64. 

Employment  Certificates,  required  of 
minors  14-16  years  old,  117-118. 

Employment  Department,  assists  pro- 
motion, 30;  should  co-operate  with 
educational  department,  112-113. 

Errand,  see  Floor,  Cash,  Teller. 

Examiners,  duties  of,  59-60;  character- 
istics and  education  of,  60-61. 

Executives,  physique  desired,  41 ;  other 
qualifications,  63-64;  large  number 
required,  29-30;  need  of  training, 
113- 

Extra  store  workers,  their  numbers  and 
duties,  75;  ways  of  supplying,  79-80; 
their  training,  101-102. 

Financial  Division,  its   functions,  22-23. 

Floor,  Cash,  Teller,  Errand,  age  and 
education  of,  per  cent,  of  juveniles 
employed  as,  58-59. 

Geography,  local,  training  in  prepares 
for  store  service,  85-86. 

Ginn,  Miss   Susan  J.,   I. 

Greene,  Miss  Elizabeth,  2. 

Health  of  store  employees,  ill-health 
prevents  success  in  stores,  39;  ill- 
health  of  women,  84;  store  dispen- 
saries, 119;  diseases  treated,  Table  $, 
1 20. 

Heermann,  Miss  Caroline  R,  2. 


Ul 


142 


INDEX 


High  Schools,  co-operation  with  stores, 
17-18;  courses  in  retail  selling  in, 
93-99- 

Hills,  Miss  Bertha,  2. 

History,  economic,  its  place  in  store 
education,  86. 

Hopkins,  Miss  Mary,  I,  99. 

Illiterates,  not  employed  in  stores,  36; 
educational  certificates  of,  115-116. 

Initiative,  personal,  means  of  stimula- 
tion, 110-113. 

Inspectors,  education,  duties,  qualifica- 
tions desired,  59-62.  See  Cashiers, 
Examiners,  Checkers. 

Jewelry  stores,  young  persons  employed 
in,  Table  I,  14;  Chart  I,  15,  15-16. 

Juveniles,  numbers  employed  in  Boston 
stores,  10-15;  war-time  redistribution 
of,  116. 

Libraries  in  stores,  133-138. 

Manufacturing  Departments,  24,  25;  ju- 
veniles employed  in,  64, 

Markets,  buyers'  knowledge  of,  108. 

Markers  of  stock,  young  persons  em- 
ployed as,  their  duties  and  qualifica- 
tions, 54,  57;  responsibility  of  buyers 
for,  109-110. 

Martin,  Miss  Melba,  2. 

Men,  positions  of  in  stores,  32-33 ;  num- 
bers in  important  occupations,  44; 
their  greater  tendency  to  shifting,  70. 

Merchandise,  training  in  knowledge  of, 
97-98;  care  of,  104-105;  merchandise 
clerks,  51-52;  merchandise  manuals, 

135. 

Merchandisers,  their  instructions  to 
buyers,  107-110. 

Merchandising,  organization  of,  23-24; 
subsidiary  departments,  24. 

Methods  Director,  to  study  organization 
problems,  22. 

Minors,  see  Juveniles,  Certificates. 

New  Employees,  instruction  of,  99-100; 
reduction  of  cost  of,  100;  sponsor 
system  for,  101. 

Norton,  Miss  Helen  Rich,  I,  98,  99. 

Occupations  of  juvenile  store  workers, 
43-44;  Chart  II,  44,  Table  4,  119;  de- 
scription of  duties  of,  45-64. 

Operation  Division  of  stores,  depart- 
ments belonging  to,  27;  those  whose 
functioning  relates  them  closely  to, 
27-28. 

Organization  of  stores;  typical  forms 
of  for  small  and  large  stores,  19-20; 
central  governing  bodies,  20-21 ;  de- 
scriptions of  divisions  found  in  Bos- 
ton stores,  22-31. 

Part-Time  workers  in  stores,  17-18.  See 
extra  store  workers. 

Personal  traits  of  store  workers,  unde- 
sirable, 39-40;  desirable,  40-41. 


Personnel  Division  of  stores,  28.  See 
Director,  Educational. 

Physical  development  of  store  workers. 
See  Health. 

Porter,  Miss  Elizabeth,  2. 

Practice  in  stores  by  students,  plans  for, 
90-91 ;  educational  value  of,  92 ;  a 
means  of  gaining  knowledge  of  mer- 
chandise, 97-98. 

Prince,  Mrs.  Lucinda  W.,  i,  34,  99,  137. 

Promotion,  opportunities  for  in  retail 
stores,  29;  aided  by  employment  and 
educational  departments,  30-31. 

Psychological  tests,  not  used  in  Boston 
stores,  38. 

Publicity  Department,  24-25. 

Receiving  Clerks,  duties  of,  age  and 
education,  53-54.  See  Clericals. 

Restaurants,  employees,  training  of,  64. 

Retail,  see  Salesmanship,  Stores. 

Revolution,  mercantile,  17. 

Salesmanship,  training  in,  importance 
for  vocational  education,  96;  require- 
ments for  in  secondary  schools,  96-99. 

Salespeople,  sexes,  ages  and  education 
of,  46;  preference  for  young  women, 
46-47;  qualifications  desired  for, 
47-49;  training  of  regular  force,  103- 
106. 

Sample  Group  of  21-year-old  workers, 
how  chosen,  116;  method  of  classifi- 
cation, 117. 

Seasonal  Variations,  in  opportunities 
for  store  employment,  17-18,  65,  74- 
75;  shown  by  months  of  issuance  of 
certificates,  76-77,  116-118;  training 
workers  for,  101-102.  See  also  Shift- 
ing. 

Secondary  Schools,  training  for  store 
service  given  in,  90-99;  attended  by 
juvenile  store  employees,  Chart  III, 
44,  Table  4,  119. 

Selling,  extent  of  juvenile  employment 
in,  45-46.  See  Salesmanship,  Sales- 
people. 

Service  Clubs  in  stores,  111-112. 

Shifting,  causes  of,  65,  74-78;  sources 
of  information  about,  65-67;  amount 
of,  67-70;  variations  between  the 
sexes,  70.  Tables  2a-2b,  71 ;  charac- 
teristics of  extreme  shifters,  70-71 ; 
occupations  between  which  shifting 
takes  place,  72-74;  reasons  for,  77-78; 
educational  significance  of,  78-81.  See 
Seasonal  Variations. 

Social  Status  of  store  workers,  33-34; 
means  of  raising,  34-36. 

Social  Relations  of  store  workers,  abil- 
ity to  maintain  agreeable,  39-40,  53, 
82-83. 

Special  Sales,  training  workers  for,  102. 
See  also  extra  store  workers. 


INDEX 


143 


Statistical  Tables,  list  of,  127-132. 

Stampers,  see  Markers. 

Stock,  young  persons  employed  in  its 
care  and  preparation,  25 ;  their  duties, 
53-56;  their  qualifications,  55-575  care 
of  by  salespeople,  47;  knowledge  of, 
103-104;  buyers'  knowledge  of,  107- 
108;  plans  for  the  care  of  the  stock 
of  machine-made  dresses,  122-127. 

Stores — Retail,  proportions  of  juveniles 
employed,  10-11,  15;  of  adults,  n ; 
types  of  retail  stores  and  their  rela- 
tion, 12-14 ;  vocational  education  for, 
16-18 ;  the  organization  of,  19-31 ;  oc- 
cupational distribution  of  juvenile 
employees  in,  43-64;  training  for  ser- 
vice in,  82-113;  shifting  in,  65-81, 
Chart  IV,  74,  Table  3,  78. 
Clothing,  increased  importance  of,  13; 
number  and  distribution  of  young 
persons  employed  in,  Table  I,  14;  ed- 
ucational standards  of,  37-38. 
Department,  importance  for  vocation- 
al education,  numbers  employed,  15- 
17;  education  of  employees,  37-38; 
shifting  in,  69. 

Dry  Goods,  numbers  employed  in,  15- 
17;  education  of  employees,  37-38; 
shifting  in,  67. 

See  also  Departments,  Education, 
Executives,  Financial,  Operation,  Or- 
ganization, Etc. 

System,  or  operation  division  of  stores, 
difficulty  of  assigning  duties  of,  26-27. 
See  organization. 

Vocational  Education,  See  Buyers,  Cler- 
icals, Continuation  School,  Director, 
Education,  Libraries,  Practice,  Sales- 
manship. 

TABLES. 

i.  Distribution  of  a  Sample  Group  of 
Young  Persons  Employed  by  Boston 
Selling  Firms,  14. 

2a.  Number  of  Positions  Held  by  168 
Boys  Previous  to  Entering  the  Last 
Known  Place  of  Employment,  Dis- 
tributed by  Age  on  Entering  the 
Firm,  Based  on  Verified  Application 
Schedules,  71. 


2b.  Number  of  Positions  Held  by  252 
Girls  Previous  to  Entering  the  Last 
Known  Place  of  Employment,  Dis- 
tributed by  Age  on  Entering  the 
Firm,  Based  on  Verified  Application 
Schedules,  71. 

3.  Reasons  for  Leaving  Store  and  Sell- 
ing Positions  as  Shown  by  222  Ap- 
plication Forms,  28  Personal  Inter- 
views and  329  Employers'  Records, 
78. 

4.  Distribution     by     occupations     and 
Schooling    of    1,000    Juveniles    Em- 
ployed in   Boston   Department,   Dry 
Goods   and  Clothing   Stores,    (1908- 
1918),  119. 

5.  Diagnosis  of  Cases  Treated  in  One 
Week  by  the  Medical  Departments 
of  Four  Boston  Stores,  121. 

CHARTS. 


Distribution  by  Types  of  Stores 
and  Sexes  of  a  Sample  Group  of 
Young  Persons  who  Had  Receiv- 
ed Certificates  Authorizing  Work 
in  Stores  when  They  Were  19  to 
21  Years  of  Age,  15. 
Distribution  by  Important  Occu- 


II. 


III. 


IV. 


pations  of  Male  and  Female  Ju- 
venile Employees  in  Boston  De- 
partment, Dry  Goods  and  Clothing 
Stores  (Selected  from  occupation- 
al groups  of  1,000  juvenile  work- 
ers), 44. 

Education  of  Juvenile  Employees 
Engaged  in  Important  Occupa- 
tions in  Boston  Department,  Dry 
Goods  and  Clothing  Stores  (Se- 
lected from  occupational  groups 
of  1 ,000  juvenile  workers). 
Distribution  of  Total  Number  of 
Certificates  Issued  to  6385  Young 
Persons  by  Businesses,  Divided  in- 
to Last  Certificates  and  Previous  to 
Last  Certificates ;  and  Showing 
the  Number  of  Previous  Certifi- 
cates for  Each  Business  which 
were  Issued  to  Young  Persons 
Last  Certificated  for  Stores  and 
Selling,  74. 


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